Coaching mentoring

WelcomeWelcome to theto the BEST BEST ConsultingConsulting

Successful Consulting, Level II

Workshop Series

Presentation by Rick Sell

Team Oriented Coaching and Mentoring

FacilitiesFacilities� Location of:

– Restrooms– Telephones and Messages– FAX Machines– Smoking Areas– Water and Sodas– Snacks

Workshop GroundrulesWorkshop Groundrules� This is a workshop and is designed to

be informal, however:– Respect others and their opinions; give them

the space to successfully learn and grow.

– Turn those phones off and put your beepers on vibrate - PLEASE?

– Resist those that are trying to summon you until the break.

Workshop OverviewWorkshop OverviewCaveat

We will not severely differentiate between coaching and mentoring due to the reasonable assumption that there are no overriding major fundamental differences between the two.

For the purposes of this workshop the following semantic rules will apply:

Synonymous words:– Performer, worker, co-worker, employee, team member, individual– Project team leader, team leader, supervisor, manager, management

IntroductionsIntroductions� Who am I?

– Rick Sell

– Now it’s your turn!

IntroductionsIntroductions� …and you are?

– How long with BEST Consulting, how long in consulting in general?– Current assignment and skill sets– Hobbies/outside activities or interests– Last movie seen;would you recommend?– Important: What are your expectations of

this course?

Workshop AgendaWorkshop Agenda� Work, Learn, Have Fun!

– Session: 4 hours– Introductions– Course Overview– Discuss Topics– Breaks - What Breaks!!!

Workshop OverviewWorkshop Overview� What this workshop is:

– A practical and pragmatic approach to coaching and mentoring team members in a performance environment .

� What this workshop is not:– This workshop will not make you an expert

coach/mentor, although it will lay a foundation for continued improvement.

Workshop OverviewWorkshop OverviewWorkshop Objectives

Upon completion, you will be able to: Define a workplace performance environment. Explain the need for coaching and/or mentoring in a variety of organizational

settings. List a variety of situations where coaching and/or mentoring can be effective. Apply strategies to improve interpersonal communication in the workplace. Implement techniques to improve your success when giving and receiving

performance feedback.

Workshop OverviewWorkshop OverviewWorkshop Objectives (con’t)

Upon completion, you will be able to: Define the steps of an effective Coaching and Mentoring

Model that can be used in hierarchical and team-driven environments.

Execute strategies for dealing both with substandard performers.

Develop or improve a system for accurately documenting all team member coaching and mentoring activities.

Instructional MaterialsInstructional Materials� Student Manual is provided as a valuable desk-top

reference.� Case Studies and Student Exercises are an integral

part of this course, and essential events in your learning process - Please Participate?

Student Activity: Self-AssessmentStudent Activity: Self-Assessment

Goal: To provide you with an idea of how well you

perform in each area. An opportunity to define your style Provide a baseline for improvement.

Why Coach/Mentor? Why Coach/Mentor? Learning Objectives

After completing this subject, you will be able to:– Define the performance environment– Define performance coaching and mentoring– Describe the characteristics of an effective

coach/mentor. – Explain the importance of coaching/mentoring in

improving workplace effectiveness.– Identify and eliminate excuses for not coaching or

mentoring.

Examining TheExamining The Performance Environment Performance Environment

Formal evaluated, defined, and documented organizational program containing:

– Project Management Plan Project performance goals (expected outcomes) Performance baseline criteria

– Continued Performance Improvement Plan– Individual (Team Member) Performance Plan:

Performance behavior expectations Education and Training plan

Why Coach/Mentor? Why Coach/Mentor?

Shifts in Behavioral ExpectationsAxiom

Change is inevitable; people are adverse to change

Roles and behavior are changing to match new demands in the workplace.

Organizations are moving from Hierarchical to Team Structure.


What is Coaching and Mentoring?

It’s what we do all the time - we just don’t put a name to it!

Influencing, helping, instructing, motivating, leading.


What does Coaching and Mentoring Involve?

Any activity in which a coach/mentor and an individual work toward individual performance improvement.

Influencing, helping, instructing, motivating, leading.

What are some other skills practiced by successful coaches and mentors?


Characteristics of an Effective Coach/Mentor – Excellent communication skills– Motivated– Enthusiastic– Goal oriented– Creative– Patient

What are some other characteristics of successful coaches and mentors?


Benefits of Coaching/Mentoring?

Success, Success, Success

Win-win situation

Improved perception of the consultants who take on active roles of coach and/or mentor.

Increased business opportunities through success.


Excuses for Failing to Coach/Mentor

Excuses are used by “others”, not consultants.

Excuses are nothing more than internal roadblocks.

Excuses are a roadmap for failure.

Opportunities for Opportunities for Coaching/Mentoring Coaching/Mentoring

Learning Objectives

Upon completion of this subject, you will be able to:

– Realize the cost of failing to coach/mentor. – Recognize opportunities for coaching and/or

mentoring team members. – Develop a strategy for orienting new team members.– Explain the importance of developing team members

performance.

Opportunities for Opportunities for Coaching/MentoringCoaching/Mentoring

When:– Anytime a new team member comes on board.– You (team leader) are off-site– The individual appears to be too dependent on you

and other team members.

– When changes take place in the workplace.

– New processes, policies, procedures implemented.

– A team member is failing, or is displaying the behavior to potentially to fail.

Opportunities for Opportunities for Coaching/MentoringCoaching/Mentoring Goal:

– Build teams.– Coach/mentor yourself “out of a job”.– Empower team members; allowing them to be

independent.

– Minimize impact of changes in the workplace.

– Smooth implementation of new processes, policies and procedures.

– Eliminate the need for formal counseling and retraining.

Opportunities forOpportunities forCoaching/MentoringCoaching/Mentoring

Develop and Document an Orientation Process

The program has to be used to be effective. Show genuine personal interest in new people. Publish the Orientation Procedures. Develop and Use an Orientation Checklist. Evaluate, Train, and Assign “buddies”, then

continually re-evaluate.

Opportunities forOpportunities forCoaching/MentoringCoaching/Mentoring

The Cost of Failing to Coach/Mentor

Failure, Failure, Failure Lost team members Lost revenues Lost time Lost confidence in your credibility by management and

other team members

Coaching/Mentoring ProcessCoaching/Mentoring ProcessLearning Objectives

Upon completion, you will be able to: Develop a systematic approach to coaching and mentoring,

using the formal eight-phase model. Set effective goals and objectives with your team members. Identify resources for individual development. Construct an Action Plan for individual development.

Coaching/Mentoring ProcessCoaching/Mentoring ProcessThe Model: Eight-Phased Approach

Phase 1 - Establish Goals Phase 2 - Collect Performance Data Phase 3 - Analyze Performance Phase 4 - Review and Modify Performance Goals as Needed Phase 5 - Identify Developmental Resources Phase 6 - Develop an Action Plan Phase 7 - Implement Strategies Phase 8 - Evaluate Performance

Coaching and Mentoring for Coaching and Mentoring for Better RelationshipsBetter Relationships

Learning Objectives

After completing this subject, you will be able to: Apply the Communication Process. Explain how coaching and mentoring can aid in building

better relationships. Use your knowledge of communication to improve

interpersonal relationships in the workplace. Learn to avoid the “Nine Deadly Sins” that affect

relationships. Build stronger relationships with your team members, peers,

and boss.


The Communication ProcessCommunication is the transmission of

information and meaning from one individual or group to another.

Contains the Communication Model.

Building solid two-way communications in your team cannot be overemphasized.

Communication ModelCommunication Model

Sender has idea

How may the sender encode a message?Verbally or nonverballyBy speaking, writing, gesturing

Sender has idea

Sender encodes message

What kinds of channels carry messages?Letter, memo, telephone, TV, report, computer picture, voice, body--Others?

Sender has idea


Channel carries message

How does a receiver decode a message?Hearing, reading, observing

Sender has idea


Receiver decodes message


Noise

Noise

What is noise?Anything that disrupts the process

Sender has idea




Noise

Noise

Sender has idea

Receiver understands message




Noise

Noise

?

Sender has idea


Feedback travels to sender




Noise

Noise

How can a communicator provide for feedback? Ask questions, watch responses, don’t dominate exchange.

Sender has idea






Noise

Noise

What kind of feedback is better?Descriptive rather than evaluative.

Sender has idea



Possible additional feedback travels to receiver




Noise

Noise

Sender has idea







Noise

Noise

Sender has idea




When is communication successful?

Sender has idea




When the message is understood as the sender intended it to be.

Try your skill ...Try your skill ...Select the definition or explanation of the following parts of the communica-tion process.

1. Encoding is the process of: a.Creating a meaningful dialogue.

b. Selecting and organizing symbols to represent a message. c.Understanding the meaning of a

message.

Try your skill ...Try your skill ...Select the definition or explanation of the following parts of the communica-tion process.

1. Encoding is the process of: a.Creating a meaningful dialogue. b. Selecting and organizing symbols to represent a message. c.Understanding the meaning of a

message.

Try your skill ...Try your skill ...

2. Decoding is the process of: a.Avoiding noise and interference.

b. Selecting and organizing symbols for feedback.

c. Interpreting the meaning of communicated symbols.

Try your skill ...Try your skill ...

2. Decoding is the process of: a.Avoiding noise and interference.

b. Selecting and organizing symbols for feedback.

c. Interpreting the meaning of communicated symbols.


Learning Objectives

After completing this subject, you will be able to: Apply the Communication Process. Explain how coaching and mentoring can aid in building

better relationships. Use your knowledge of communication to improve

interpersonal relationships in the workplace. Learn to avoid the “Nine Deadly Sins” that affect

relationships. Build stronger relationships with your team members, peers,

and boss.


Nine Deadly Sins that Affect Relationships Failing to Communiciate Effectively. Playing Games. Playing Favorites. Getting Involved with Individuals Personal Problems. Becoming Personally Involved with Team Members. Ignoring Performance Gaps. Treating Team Members Unfairly. Failing to build a Sound Foundation. Displaying a Lackadaisical Attitude.


Peer Relationships Do:

– Be very sensitive to the individual and their needs.– Allow an individual to correct their own mistakes, but monitor

closely. Do Not:

– Stand idly by while an individual is making a mistake.– Jump in and try to help too quickly, but don’t allow the

problem get out of hand.– Set yourself up as a “know it all”.

Reminder: An individual does not necessarily have to be on your immediate team for you to help.

Effective Feedback StrategiesEffective Feedback StrategiesLearning Objectives

Upon completing this subject, you will be able to: Recognize various types of feedback. Identify strategies for giving and receiving feedback. Give praise effectively. Give criticism constructively. Develop an environment that encourages the use of

feedback.

Effective Feedback StrategiesEffective Feedback StrategiesImportance of Feedback?

Positive communication; review the communication model.

An effective tool for building relationships. Potentially destructive if not used carefully. Team members must be coached and

mentored in feedback strategies. Know what message you are trying to send. All important: Timing, Timing, Timing!

Effective Feedback StrategiesEffective Feedback StrategiesHow to Give Feedback

Written correspondence. Write it and then live with it for a period.

Verbal communication. Practice before you deliver! Nonverbal communication. Watch that body language! Actions/Inactions. Timing, Timing, Timing! Trappings. Think about how do you present yourself?

Effective Feedback StrategiesEffective Feedback StrategiesApproaches to Feedback

Focus on the individual’s behavior, not the person’s

personality. Avoid globalizing behavior. (always,never) Use “I” instead of “you” language.

Effective Feedback StrategiesEffective Feedback StrategiesUsing Feedback Effectively - Ask yourself:

Is this the right time? Is this the right place? Is this the appropriate person? What is the best way to communicate my message? Is the feedback well thought out and valid? What problems might feedback create? Will my feedback damage the relationship? If yes, how?

Effective Feedback StrategiesEffective Feedback StrategiesPositive Feedback (Praise)

Giving:– Team members require positive motivation.– Be specific about what you liked.– Feedback should be given right after the

performance. (Timing,Timing,Timing)

Receiving:– Be courteous, say “thank you”.– Ask for clarification if you need it.

Effective Feedback StrategiesEffective Feedback StrategiesGiving Negative Feedback (Criticism)

Tell the person exactly what you observed. Explain exactly how you feel about the behavior and the impact. Solicit feedback. Show support and solicit possible solutions from the individual. Get a commitment to improve behavior. Reaffirm the individual’s worth.

Effective Feedback StrategiesEffective Feedback StrategiesApproaches to Feedback

Focus on the individual’s behavior, not the person’s

personality. Avoid globalizing behavior. (always,never) Use “I” instead of “you” language.

Effective Feedback StrategiesEffective Feedback StrategiesReceiving Negative Feedback

Listen, do not interrupt. Ask for clarification or more information. Try to be objective. (Yes, it is hard!!!) Decide if the comments are valid. Now its your turn: Be polite and provide

appropriate feedback. Say “thank you”.

Effective Feedback StrategiesEffective Feedback StrategiesEncouraging Feedback

Build a system which encourages feedback. Feedback empowers team members. Gives them

buy-in to the process. Allow team members to fail. Remember: Feedback (communication) is a two-

way street!

Managing TeamManaging Team Members Performance Members Performance

Learning Objectives

After completing this subject, you will be able to: Determine what motivates performers. Recognize signs of negative behavior. Define strategies for dealing with substandard performers. Identify techniques to assist and reward above-average

performers.


What motivates performers?

Coach/Mentor = Motivator You are the motivator, its your responsibility to find

out. Simplest method? Ask! Remember the individual, they all have separate

needs, wants, and desires.


Performance Level

Know what the performance gap is. Address performance gaps after determining

what factors affect team members. Allocate your resources to address each

group of performers separately: poor,

average, superstar.


Indicators of Performance

Does the individual meet established standards and

goals? Are there complaints from other workers about this

individual? What are the current quality and quantity levels? How much initiative and enthusiasm does the

individual exhibit?


Behavioral Performance Indicators

“They Won’t” – They are not motivated.

“They Can’t”– They lack the ability.

– Outside factors impede them.– Inadequate team leader guidance.

“They Don’t Know How”– Lack of technical or job knowledge.


80/20 rule

Having 80% of your time taken up by the 20% of poor

performers. You must be very careful not to neglect other performers

while trying to “fix” a broken one.


Managing Substandard Performers

Identify substandard performers early. Develop an Action Plan for improved performance. Superstars are potentially poor performers because they can

be extremely disruptive to the team. You must be proactive in your approach to managing all

performers, but especially substandard individuals.

SummarySummary� Where your expectations met, if not, why not?� Do you have any further questions? Now is the

time.� Your suggestions, comments, and constructive

feedback are honestly solicited.

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Coaching mentoring

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