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Similaire à The Keys to Exceptional Coaching
Similaire à The Keys to Exceptional Coaching (20)
The Keys to Exceptional Coaching
- 4. ©2007 J.W. Webb, Inc.
How important is 1:1 coaching to the
success of your organizations?
- 5. ©2007 J.W. Webb, Inc.
What happens when managers
don’t make coaching a priority?
- 6. ©2007 J.W. Webb, Inc.
Why do managers
oen fail to take their
coaching role seriously?
- 7. ©2007 J.W. Webb, Inc.
What are some of the
major connection points
between today’s topic
& the November topic:
e 12 Keys to Exceptional
FTF Communication?
- 11. ©2007 J.W. Webb, Inc.
Concentrate on Your Players
There have been many college basketball coaches
who have compiled winning records.
But UCLA coach John Wooden stands out as perhaps
the best, because he made the development and growth
of his players his first priority.
While other coaches have stressed
winning and sometimes burned out
their players, Wooden concentrated
on his players–and they brought
home victory after victory
- 12. ©2007 J.W. Webb, Inc.
What is Coaching?
Coaching is a collaborative process through which managers
aim to help employees develop capabilities and solve
performance problems.
The coach’s role takes many forms depending on the situation.
The following is a list of many of the primary forms:
Providing direction Collaborative progress reviews
Providing feedback—both reinforcing Giving recognition
and developmental Following-up
Teaching or instructing Collaborating on deliverables
Constructively critiquing work Providing a sounding board
products
Observing the coaching subject’s
Establishing & ensuring consequences performance & behavior outside of 1:1
(positive & negative) sessions
Collaborative goal-setting
- 13. ©2007 J.W. Webb, Inc.
The Objectives of
the Coaching Relationship
To clarify and simplify issues and
challenges
To increase self-awareness
To achieve new insight
To develop strategies and identify
actions for overcoming obstacles
and meeting challenges
To develop a vision of future
success and structure a
framework for achieving it
To achieve accelerated and
continuous growth and development
- 14. ©2007 J.W. Webb, Inc.
An Inside-Out Approach
to Coaching
Self-exploration
Synthesis of individual and organizational
aspirations
Alignment of aspirations and actions—
with a bias toward action and
implementation
Attention to the details that separate
extraordinary from ordinary
Candid feedback
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What Are the Critical Success
Factors for the Coaching Subject?
IN ORDER TO GET THE MOST OF THE
COACHING PROCESS, YOU MUST COMMIT TO:
Focusing your energy on the most important issues specifically
related to your defined goals for the coaching process
Staying in your Circle of Influence, while being aware of the impact
of external forces and issues that you have no control over
Practice non-defensive openness and objectivity
Say what you mean and do what you say you’ll do
Be fully accountable for the results of your performance &
behavior
Be well prepared for sessions
Be driven to grow and evolve!
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A manager’s job
is to get results
through people
and other resources.
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Be Exceptionally Prepared
Know your role and overarching
objectives
Know your process
Know your tools
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Ask Many Questions
Increase your depth of knowledge and
understanding of the coaching subject
Increase the coaching subject’s self-awareness
Test hypotheses
Discover new insight
Observe critical behaviors
- 24. ©2007 J.W. Webb, Inc.
Self-Questionnaire for Coaching Subjects
e Answers to ese Eleven Questions Will Help
Illuminate Your Development Path
1. In your own words, what is the core purpose of your role?
2. Who are your customers? Please list the critical elements that you
provide each customer or customer group.
3. How does your role directly support the mission and goals of
the overall Site organization? Please be specific.
4. What is your vision for your areas of responsibilities? Please
include both quantitative and qualitative aspects of performance as well as
behaviors. Articulate how these areas will look, behave and perform when
your vision is realized. Please also indicate how many years out your vision
reflects.
- 25. ©2007 J.W. Webb, Inc.
Self-Questionnaire for
Coaching Subjects (cont.)
5. What are your highest-priority goals for your areas of
responsibilities over the next 12 months (your five to eight
rank-ordered priorities)? Please be as specific as possible.
6. Which relationships are the most critical to the fulfillment
of your goals? Please list in order of importance and provide the
primary reasons behind your choices.
7. What are your three greatest professional strengths? Please
list in order of importance.
- 26. ©2007 J.W. Webb, Inc.
Self-Questionnaire for
Coaching Subjects (cont.)
8. Based on your priority goals, what three improvement
areas do you think are the most important for your
professional development? Please be specific and list in order of
importance.
9. What are the things in the professional realm that
motivate and drive you more than anything else? Please be
specific and list in order of importance.
10. What is the ideal professional vision for yourself in three
years? Please be specific.
11. What are the three to five most important things that you
want to gain from the coaching process? Please be specific and
list in order of importance.
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Approach Performance
Issues Diagnostically
diagnose
v.
Determine or distinguish the nature of a
problem through a diagnostic analysis.
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Diagnostic Rule #1
Behavior that is followed by a
positive consequence
will tend to repeat itself
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Diagnostic Rule #2
Behavior that is followed by a
negative consequence
will decrease in frequency
- 31. Why People Do What They Do ©2007 J.W. Webb, Inc.
Being on Time to Attend Regular Staff Meetings
+ Consequences – Consequences
- Have to wait for colleagues who
Better choice of where to sit
aren’t on time
Chance to partake of catered
- Become resentful that there
snacks before they’ve been
picked through aren’t negative consequences for
failing to be on time
Not rushed
Why People Do What They Do
NOT Being on Time to Attend Regular Staff Meetings
+ Consequences – Consequences
- Punctual colleagues may become
Can spend more time on other
priorities resentful of you
- Sometimes miss important
Don’t spend time waiting for
others to arrive at the meetings information
- 32. ©2007 J.W. Webb, Inc.
Performance / Behavior Issue Diagnosis Tool (Page 1 of 3)
- 33. ©2007 J.W. Webb, Inc.
Performance / Behavior Issue Diagnosis Tool (Page 2 of 3)
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Performance / Behavior Issue Diagnosis Tool (Page 3 of 3)
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Herzberg's Two Factor Theory
Factors Affecting Job Attitudes
Leading to Leading to
Dissatisfaction Satisfaction
(hygiene factors) (motivators)
Company policy Achievement
Supervision Recognition
Relationship w/Boss Work itself
Work conditions Responsibility
Salary Advancement
Relationship w/Peers Growth
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Maslow's Hierarchy of Needs
Check “self-
actualization” for
color visibility when
room checking
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Provide Frequent
Targeted Feedback
Make it specific—an accurate description of the
behavior or performance
Make it timely
Corrective feedback: future-based positive specific
action (PSA)
It’s critical to positively reinforce and recognize
Monitor your Praise to Criticism (PTC) Ratio
Prepare the coaching subject emotionally to receive
feedback that is likely to be difficult to hear
Always be candid (ABC)
- 45. Forge a High-Trust Coaching
Relationship Based on Mutual
Commitment to Agreed Goals
©2007 J.W. Webb, Inc.
The coaching subject must perceive that your
coaching is in their interest
The coaching subject must be personally
motivated to grow & develop
A mutual commitment to agreed goals binds
the relationship
- 47. ©2007 J.W. Webb, Inc.
James J. Braddock’s trainer coaches him to victory
against great odds in the film Cinderella Man
- 49. ©2007 J.W. Webb, Inc.
Document Coaching Session
Outcomes & Agreements
It’s about consistency and timeliness
Critical input to the next session
Organize in a folder / binder
A valuable reference
- 52. ©2007 J.W. Webb, Inc.
Follow-Up & Measure Progress
Always finish what you started—follow-up on ALL
agreements
Establish clear-cut measures of success
Seek quick wins
Application is everything (avoid coaching in a
vacuum)
Don’t try to boil the ocean
Review progress as agreed
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Drive Personal Accountability
& Integrity
Be constructively intolerant of variances
to commitments
Keep an eye on the DWYSYD meter
Be clear and consistent about
consequences
Instill behavioral ownership
- 58. ©2007 J.W. Webb, Inc.
role model
n.
A person who serves as an example
of the values, attitudes, and
behaviors associated with a role.
The American Heritage New Dictionary of Cultural Literacy,
Third Edition ©2005
- 59. ©2007 J.W. Webb, Inc.
Role Model Exceptional
Performance & Behavior
Demonstrate
commitment*
to the same
things that
you espouse in
your coaching
*DWYSYD & WTT
- 61. ©2007 J.W. Webb, Inc.
The Step-by-Step
Process for an
Exceptional
Coaching
Session
- 65. ©2007 J.W. Webb, Inc.
EXAMPLE: Coaching Action Plan
Goal: Consistently increased vocal participation & contribution
in team meetings
Date Plan Established: 12.14.2007
Deadline: By 02.15.2008
Action to Measures
Review
Be Taken of Success
Volunteer to present Present at least one 01.03.2008
selected agenda agenda item over
items in team the next three team
meetings meetings
Action No. 2
Action No. 3
- 68. ©2007 J.W. Webb, Inc.
What Are the DIFFERENTIATING
ATTRIBUTES of Exceptional Coaches?
1. They demonstrate commitment to the continuous growth &
development of their people
2. They are active listeners
3. They approach performance issues diagnostically
4. They provide lots of targeted feedback (both reinforcing and
developmental)
5. Their people are fully accountable for their behavior and results
6. Their people perform better than their previous best
7. Their teams achieve exceptional results in terms of both quality
and efficiency
8. Their teams have a strong culture of continuous improvement
9. They achieve excellent retention
10. They demonstrate commitment to the same things that they espouse
