Coaching for High

Performance

1
 Workshop Objectives

 Describe the key drivers that enable organizations to attain a high

performing environment.

 Describe coaching and what a coach does.

 Understand the critical communication skills necessary to engage

employees in day-to-day coaching sessions.

 Employ the GROW model to develop an employee coaching plan.

 Learn how to provide effective feedback.

 Learn how to coach for improvement.

2
 Coaching for High
Performance: Roadmap

Business Case
Strategic Alignment

Building Coaching Coaching for

Fundamentals Communication Performance
Rapport Process
of Coaching Improvement

Crew Roadmap
3
 Business Case

High Performance
Workforce
The great leaders of tomorrow will be the ones
who understand how to get everyone to
participate.

4
 Performance Drivers
Which are in place?
The Top Performance Drivers
A-Level (>25 Percent Improvement) Performance Drivers by Category
In Rank-Order by Impact on Performance

A- Level (High-Impact) Performance Drivers

1. Fairness and accuracy of informal feedback
2. Risk taking
3. Emphasis (in formal review) on performance strengths
4. Employee understanding of performance standards
5. Internal communication
6. Manager knowledgeable about performance
7. Opportunity to work on the things you do best
8. Feedback that helps employees do their jobs better
9. Opportunity to work for a strong executive team

5

Which are
Second-Level Performance in place?
Drivers
Second-Level Performance Drivers
B- Level Performance Drivers
10. Opportunity to help launch a new
business, initiative, or program
11. Manager helps find solutions to
problems
12. Organizational flexibility
13. Emphasis (in informal feedback) on
personality strengths
14. Emphasis (in formal reviews) on
personality strengths
15. Opportunity to help turn around
struggling business
16. Manager helps attain information,
resources, and technology
17. Manager breaks down projects into
manageable components
18. Opportunity to have significant
responsibility and accountability
Performance Drivers
20. Culture of innovation
21. Manager translates long-term goals into
step-by-step plans
22. Manager clearly communicates
expectations
23. Opportunity to experiment and take
risks
24. Manager likelihood to deliver voluntary
informal feedback
25. Function-specific training: IT
26. Employee understanding of how to
complete projects
27. Employees’ personal enjoyment of their
work
28. Employee influence in selecting projects
6
29. Helps team get started on a new project
30. Challenge of projects and assignments
 Performance Drivers
Which are in place?
Lowest Performance Drivers
D- Level (<0 Percent Improvement) Performance Drivers by Category
In Rank-Order by Impact on Performance

D- Level Performance Drivers

100. Use of rank-ordering

101. Increasing the number of formal reviews
received each year
102. Emphasis (in informal feedback) on personality
weaknesses
103. Emphasis (formal reviews) on personality
weaknesses
104. Emphasis (in informal feedback) on
performance weaknesses
105. Emphasis (in formal reviews) on performance
weaknesses
7
106. Manager makes frequent changes to
employees’ projects
 Performance Drivers

What changes or improvements would you

suggest to create a high performance
organization?

What behavioral changes do you need to

begin implementing the high performance
strategic drivers in your organization?

What type of activities would you like to see

to embed and sustain the high performance
8
drivers?
 Coaching for High
Performance: Roadmap

Business Case
Strategic Alignment

Building Coaching Coaching for

Fundamentals Communication Performance
Rapport Process
of Coaching Improvement

9
 Strategic Alignment

Strategic Alignment

“You’ve got to be careful if you don’t know where

you’re going, because you might not get there.”
-Yogi Berra, Baseball Coach and Player

10
 Strategic Alignment

Promote the Coach-Employee

Relationship
Employee Coach

Evaluate Establish
Performance Objectives
Employe Coach
Employe Coach e
e Establish Establish
Goals Expectations

Coaching and
Development
11
 Strategic Alignment

Establish
Objectives
Employe Coach
e
Establish Establish
Goals Expectations

12
 Strategic Alignment:
Objectives, Expectations
and Goals

 Coaching objectives
 Role in organization
 Employee individuality
 Prioritize opportunities
 Coaching obstacles

13
 Strategic Alignment

Establish
Objectives
Employe Coach
e
Establish Establish
Goals Expectations

Coaching and
Development
14
 Strategic Alignment:
Goal Setting Summary

 MANAGER'S PREPARATION
– Review organization’s top-level objective
– Identify goals to be delegated and how they should be
delegated.
– Clarify employees’ responsibilities and anticipate the goals
they would set.
– Give your employees the information they need to draft their
own goals.

 GOAL SETTING CHARACTERISTICS

– Difficulty
– Specificity
– Feedback
– Participation
15
 Coaching for High
Performance: Roadmap

Business Case
Strategic Alignment

Building Coaching Coaching for

Fundamentals Communication Performance
Rapport Process
of Coaching Improvement

16
 Fundamentals of Coaching:
What is Coaching?

Coaching is most effectively employed

when it is used to do what?

17
 Fundamentals of Coaching:
What is Coaching?
 Address individual and organizational change to
improve mission performance

 Enable personal transformation and career role

transition

 Support the development of future leaders for the

organization

 Address a specific problem area or challenge

 Facilitate the creation of an organizational culture

18
 What is Coaching?

Leader as a Coach Continuum

Managing Coaching
Focus on: Focus on:
 Telling  Exploring
 Directing  Facilitating
 Authority  Partnership
 Long-Term Development
 Immediate Needs
 Open To Many Possible
 One Specific Outcome
Outcomes

Helping employees manage the transition between old and 19new


Coaching is. . .
A means for learning and
development.
Guiding someone toward her
or his goals.
The mutual sharing of
experiences and opinions to
create agreed-upon
outcomes.
About inspiring and
supporting another person.
What is Coaching?
Coaching is Not. .
.
An opportunity to
correct someone’s
behaviors or actions.
Directing someone to do
something to meet
goals.
Being the expert or
supervisor with all the
answers (not the “super
technician”).
About trying to address
personal issues.
20
 Benefits
of Coaching

 Maximize individual strengths

 Overcome personal obstacles
 Reach full potential through continuous learning
 Achieve new skills and competencies
 Prepare themselves for new responsibilities
 Manage themselves
 Clarify and work toward performance goals

21
 Coaching for High
Performance

The “Hesitant Coach”

 Lack of time
 Confrontation Reluctance
 Fear of Offending
 Fear of Failure

22
 Coaching for High
Performance

Why Coach?

23
 Fundamentals of Coaching:
Key Coaching Responsibilities

 Constant communications
 Selecting and carefully matching employees to jobs
 Setting and ensuring employees’ understanding of
performance
standards and goals
 Providing fair and accurate performance feedback
 Assisting employees in planning and accomplishing
their work
 Creating a development plan for each employee
24
 Fostering a culture of managed risk taking and
 Fundamentals of Coaching:
Coaching Skills

 Questioning Skills

 Harmony Skills

 Conflict-Handling Skills

 Understanding Skills

 Agreement Skills

25
 Fundamentals of
Coaching: Summary

 This can be an Art

 Inspire
 Energize
 Facilitate
 Improve Performance
 Help Learning
 Help Development
26
 Coaching for High
Performance: Roadmap

Business Case
Strategic Alignment

Building Coaching Coaching for

Fundamentals Communication Performance
Rapport Process
of Coaching Improvement

27
 Communication

Communication

“Coaching conversations involve finding out

people’s vision or destination, where they are
starting from, and the direction they need to
move in order to get there.”
-unknown

28
 Communication

 Understanding Body Language

 Employing Reflective Listening
 Asking Effective Questions
 Providing Feedback

29
Communication

30
 Communication:
Reflective Listening

 Conveying your interest

 Adopting the employee point of view

 Clarifying the employee’s thoughts and feelings

 Responding reflectively

 Reflective vs. Directive responses

31
 Communication:
Asking Effective Questions

 Use questions to invite participation

 Use questions that encourage exploration
 Questions may become slightly closed as
dialogue continues
 Begin open questions with how, when,
where, what or who

32

 Specific and
performance based
 Descriptive, not labeling
 Focuses on behavior
 Based on observations
 Begins with “I”
statements
 Balances negative and
positive comments
 Well-timed
Communication:
Effective Feedback
 Anchored to common goals
 Provides for 2-way
communication
 It is brief
 Based on trust, honesty,
concern
 Private (esp if negative)
 Provides for follow-up
33
 Communication: Dealing
with Negative Issues

 Listen with an open mind

 Be respectful of the opinion, position
 Take time to digest the opinion
 Avoid finger-pointing
 Work toward a compromise

34
 Coaching for High
Performance: Roadmap

Business Case
Strategic Alignment

Coaching Coaching for

Building
Fundamentals Communication Performance
Rapport Process
of Coaching Improvement

35
 Building Rapport

Building Rapport

“The key leadership issue in today’s economy is to

make knowledge workers more productive.”
 

36
 Building Rapport:
Trust Relationships

 Be available
 Be confidential
 Be respectful
 Be reflective
 Be supportive

37
 Coaching for High
Performance: Roadmap

Business Case
Strategic Alignment

Building Coaching for

Fundamentals Communication Coaching Performance
Rapport
of Coaching Process Improvement

38
 Coaching Process

Coaching Process

“The responsibility for maintaining good performance

is the employee’s, not the manager’s. The manager’s
job is to point out the discrepancy – the employee’s
job is to fix it!

39
 Coaching Process

Coaching
Structuring the Coaching Session – The Grow Model

Goal Reality Options Wrap-Up

- AIM
-Assessment -Range -Action
Set long-term
Invite self- Cover the full Commit to
aim if
assessment range action
appropriate of options
-Examples -Obstacles
-Objective -Suggestions
Offer specific Identify
Agree to specific Invite
examples of possible
objectives of suggestions from
feedback obstacles and
session the coachee. how to
-Assumptions Offer suggestions overcome
-Topic carefully. them. Agree
Avoid or check
Agree to topic on support
assumptions
for discussion -Choices
Discard irrelevant 40
Ensure choices -Milestones
history
are made Make steps
 Coaching Process

Promote the Coach-Employee

Relationship
Employee Coach

Communicate regularly. Establish

Evaluate Organize a plan for employee
Objectives
Performance success.
Employe
Analyze employee performance. Coach
Employe Coach e
Commit to the coaching process.
e Help employees overcome
Establish
obstacles. Establish
Goals Expectations

Coaching and
Development 41
 Coaching for High
Performance: Roadmap

Business Case
Strategic Alignment

Coaching Coaching for

Building
Fundamentals Communication Performance
Rapport Process
of Coaching Improvement

42
 Coaching for
Improvement

Coaching for Improvement

“Success depends on the support of other people.

The only hurdle between you and what
you want is the support of others.
- David Joseph Schwartz

43
 Coaching for
Improvement

Recognize the
existence of a problem

Discuss and mutually agree on a

solution

Create post-meeting performance

expectations

Support improvement

44
 Building Rapport: Effective
Face to Face Meetings

 Keep it private

 Focus on the employee

 Follow an agenda

45
 Building Rapport:
Productive Confrontations

 Check the facts

 Arrange a meeting
 Display interest
 Explain the problem
 Discuss reasonable solutions
 Encourage and reinforce improvement

46
 Coaching for High
Performance: Roadmap

Your Coaching Plan

47
 Coaching for High
Performance: Roadmap

What type of leadership is necessary to build a high-

performance organization?

When we talk about performance management,what are

some specific steps can you take to maximize its
effectiveness?

What is the critical role you must play?

48
 Coaching for High
Performance

Thank You…..

49