Drive Performance and Profits through

Question-Centric Coaching

Based on the contents of It Begs the Question

Chick Herbert

chick.herbert2@gmail.com

www.questioncentriccoaching.com

I. Recognize how urgency creates bad habits

II. Introduce working “on” versus “in” the system

III. Clarify the difference between coaching & managing

IV. Review the fundamentals of Question-Centric

Coaching

QAgenda

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A unique development experience Q

3

Stimulus Response

Instead of

Stimulus ResponseCritical

Thinking

How urgency creates bad habits Q

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On average, two minutes per hour are used with maximum focus.

We lose an average of 3 ½ hours a day pinging and zinging from interruptions and

distractions

Reference: Dr. Robert Cooper; The Other 90%: How to Unlock Your Vast Untapped Potential for Leadership and Life & the Deming Center for Quality Management Studies

We waste up to half of every business day due to mistrust, imaginary evils, and

negative competition…

Interesting facts Q

5

… work “in” the system

Managers who get caught up doing the activities their team should be performing

… work “on” the system

Managers who invest their time in activities that improve the overall environment for their team

Managers need to be deliberate and …

And avoid the temptation to …

Q

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Q

Distinguishing the differences between

Coaching & Managing

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Q

Managing Coaching

Directive Collaborative

Focused on resources & materials Focused on people

Output / results driven Input / behavior driven

Controlling Choice

Authority Buy-in

Resolves issues Develops People

Owned by the manager Owned by the employee

E-mail or group meetings Voice-to-voice conversations

8

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Q“…ongoing…”Coaching is not a single event, or even a series of events, but a focused continuous

improvement effort

“…dynamic…”Coaching evolves over time as employee needs and situations change

“…job-embedded…”Unlike training, coaching is integrated real time with day-to-day work flow and directly

relevant to actual business situations

“…diagnose…specific to that individual…”Coaching is completely customized to the individual. It targets only relevant and pressing

needs and is tailored to employee strengths and personality…”

“…behaviors…”Coaching is primarily about the application, not the acquisition, of skills and knowledge. It

is concerned with doing, and not simply knowing

9

Process

Which inputs correlate to improved results?

Inputs

Inputs

ResultsInputs

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Coach to inputs Q

10

Q

11

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Assess individual employee strengths and weaknesses Focus on process inputs that drive key outputs Identify pipeline bottlenecks for each individual on the

team Perform effective one-on-one coaching sessions Regularly practice QCC; demonstrate excellent listening

skills Predominantly work “on” the system and spend time on

strategic initiatives Coach the coach and develop QCC skills of other

managers

Level 3 Coaches (Lead)

12

Why QCC is Important Q

1. People producing faster

2. Higher engagement levels

3. Improved retention

4. Increased productivity

5. Greater system insight

6. Lower management expense

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Turbo-Charging Individual Performance

Turbo-Charging Team Performance

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The question continuum Q

Interrogation Gotcha Clarification Coaching & Management Personal

Interest

Low Established Trust Level High

13

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Q

Low Established Trust Level High

Powerful Questions Hindering Questions

Shift the conversation to the other person Stifle conversation

Open-ended Closed-ended

Short and simple Long & complex

Encourage engagement & collaboration Discourage input and involvement

Shift ownership to the other party Require little thought

Require critical thinking & ideation Don’t drive innovation or new ideas

Non-judgmental or accusatory Create defensiveness & apprehension

14

Closing thoughts & questions

Q

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chick.herbert2@gmail.com

www.questioncentriccoaching.com