Department of the Navy

Coaching for High

Performance
Skill Based Workshop
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.

Coaching for High

Performance: Roadmap
Business Case
Strategic Alignment

Fundamentals
of Coaching

Communication

Building
Rapport

Coaching
Process

Coaching for
Performance
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.

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

Performance Drivers
Which are
in place?
Second-Level Performance
Drivers

Second-Level Performance Drivers

B- Level Performance Drivers
10. Opportunity to help launch a new business, initiative, or
program

20. Culture of innovation

11. Manager helps find solutions to problems

21. Manager translates long-term goals into step-by-step

plans

12. Organizational flexibility

22. Manager clearly communicates expectations

13. Emphasis (in informal feedback) on personality strengths

23. Opportunity to experiment and take risks

14. Emphasis (in formal reviews) on personality strengths

24. Manager likelihood to deliver voluntary informal feedback

15. Opportunity to help turn around struggling business

25. Function-specific training: IT

16. Manager helps attain information, resources, and

technology

26. Employee understanding of how to complete projects

17. Manager breaks down projects into manageable

components
18. Opportunity to have significant responsibility and
accountability
19. Opportunity to do challenging and leading-edge work

27. Employees personal enjoyment of their work

28. Employee influence in selecting projects
29. Helps team get started on a new project
30. Challenge of projects and assignments
31. Level of specificity in informal feedback

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
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 drivers?
8

Coaching for High

Performance: Roadmap
Business Case
Strategic Alignment

Fundamentals
of Coaching

Communication

Building
Rapport

Coaching
Process

Coaching for
Performance
Improvement

Strategic Alignment

Strategic Alignment

Youve got to be careful if you dont know where

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

10

Strategic Alignment
Promote the Coach-Employee
Relationship
Employee

Coach

Establish
Objectives

Evaluate
Performance
Employe
e

Coach

Employe
e
Establish
Goals

Coach
Establish
Expectations

Coaching and
Development

11

Strategic Alignment

Establish
Objectives
Employe
e
Establish
Goals

Coach
Establish
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
e
Establish
Goals

Coach
Establish
Expectations

Coaching and
Development

14

Strategic Alignment:
Goal Setting Summary
MANAGER'S PREPARATION
Review organizations 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

Fundamentals Communication
of Coaching

Building
Rapport

Coaching
Process

Coaching for
Performance
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
Focus on:
Telling
Directing
Authority
Immediate Needs
One Specific Outcome

Coaching
Focus on:
Exploring
Facilitating
Partnership
Long-Term Development
Open To Many Possible
Outcomes

Helping employees manage the transition between old and19new

What is Coaching?

Coaching is. . .

Coaching is
Not. . .

A means for learning and development.

An opportunity to correct
someones behaviors or actions.

Guiding someone toward her or his

goals.

Directing someone to do
something to meet goals.

The mutual sharing of experiences and

opinions to create agreed-upon
outcomes.
About inspiring and supporting another
person.

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
Fostering a culture of managed risk taking and internal communications
24

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

Fundamentals Communication
of Coaching

Building
Rapport

Coaching
Process

Coaching for
Performance
Improvement

27

Communication

Communication
Coaching conversations involve finding out peoples 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 employees 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

Communication:
Effective Feedback
Specific and
performance based
Descriptive, not labeling
Focuses on behavior
Based on observations
Begins with I
statements
Balances negative and
positive comments
Well-timed

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:
Feedback Formula

When _________, I_____________________

And it led me to wonder (or feel)_________

34

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

35

Coaching for High

Performance: Roadmap
Business Case
Strategic Alignment

Fundamentals
of Coaching

Building
Communication
Rapport

Coaching
Process

Coaching for
Performance
Improvement

36

Building Rapport

Building Rapport
The key leadership issue in todays economy is to
make knowledge workers more productive.

37

Building Rapport:
Trust Relationships

Be available
Be confidential
Be respectful
Be reflective
Be supportive

38

Coaching for High

Performance: Roadmap
Business Case
Strategic Alignment

Fundamentals
of Coaching

Building
Communication
Rapport

Coaching
Process

Coaching for
Performance
Improvement

39

Coaching Process

Coaching Process
The responsibility for maintaining good performance
is the employees, not the managers. The managers
job is to point out the discrepancy the employees
job is to fix it!

40

Coaching Process
Coaching
Structuring the Coaching Session The Grow Model
Goal
- AIM
Set long-term
aim if
appropriate
-Objective
Agree to specific
objectives of session
-Topic
Agree to topic for
discussion

Reality
-Assessment
Invite self-assessment
-Examples
Offer specific examples of
feedback
-Assumptions
Avoid or check
assumptions
Discard irrelevant
history

Options
-Range
Cover the full range
of options
-Suggestions
Invite suggestions from
the coachee. Offer
suggestions
carefully.
-Choices
Ensure choices
are made

Wrap-Up
-Action
Commit to action
-Obstacles
Identify possible
obstacles and how
to overcome them.
Agree on support
-Milestones
Make steps specific
and define timing

41

Coaching Process
Promote the Coach-Employee
Relationship
Employee

Evaluate
Performance
Employe
e

Coach

Coach

Communicate regularly.
Establish
Organize a plan for employee success.
Objectives
Analyze employee performance.
Employe
Coach
Commit to the coaching process.
Help employees overcome obstacles.e

Establish
Goals

Coaching and
Development

Establish
Expectations

42

Coaching for High

Performance: Roadmap
Business Case
Strategic Alignment

Fundamentals
of Coaching

Building
Communication
Rapport

Coaching
Process

Coaching for
Performance
Improvement

43

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

44

Coaching for
Improvement
Recognize the
existence of a problem
Discuss and mutually agree on a
solution
Create post-meeting performance
expectations
Support improvement

45

Building Rapport: Effective

Face to Face Meetings

Keep it private
Focus on the employee
Follow an agenda

46

Building Rapport:
Productive Confrontations

Check the facts

Arrange a meeting
Display interest
Explain the problem
Discuss reasonable solutions
Encourage and reinforce improvement
47

Coaching for High

Performance: Roadmap

Your Coaching Plan

48

Coaching for High

Performance: Roadmap

What type of leadership is necessary to build a highperformance 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?

49

Coaching for High

Performance:

Jeopardy!
50