Coaching for Improved Coaching for Improved Work PerformanceWork PerformanceHow to get better results from How to get better results from

your employees.your employees.

Believing the Right Things Believing the Right Things

Purpose: learn how to be more successful Purpose: learn how to be more successful as as ““managermanager”” of peopleof people

Specifically: to learn how to get better at Specifically: to learn how to get better at faceface--toto--face interventions = COACHING face interventions = COACHING

Management Coaching Concepts Management Coaching Concepts

1.1. Assessment Assessment –– Where you are nowWhere you are now2.2. Understanding BehaviorUnderstanding Behavior3.3. Improving CommunicationsImproving Communications4.4. Coaching AnalysisCoaching Analysis5.5. Problem ResolutionProblem Resolution6.6. Your coaching systemYour coaching system7.7. Employee Performance ReviewEmployee Performance Review

Performance AssessmentPerformance Assessment

List all employee performance issues that List all employee performance issues that come to mindcome to mind

What would you say is the root cause of What would you say is the root cause of these issues?these issues?

How do you currently handle performance How do you currently handle performance issues?issues?

Measuring PerformanceMeasuring Performance

How do you measure employee How do you measure employee performance?performance?

How do you measure your performance How do you measure your performance ““managingmanaging”” your people?your people?

ManagementManagement

What is your definition of management?What is your definition of management?

How / when did you become a manager?How / when did you become a manager?

What type of What type of ““managementmanagement”” training have training have you had? What was the emphasis of that you had? What was the emphasis of that training?training?

What is Management?What is Management?

““When you do things yourself you are a When you do things yourself you are a technician, when you get things done technician, when you get things done through others you are a manager.through others you are a manager.””

Lawrence AppleyLawrence AppleyFormer PresidentFormer President

American Management AssociationAmerican Management Association

What is Management?What is Management?

Getting results through othersGetting results through others

““Management is a system of Management is a system of interventions, things you do to get interventions, things you do to get things done through others.things done through others.””

Ferdinand FourniesFerdinand Fournies

When Did You Become a Manager?When Did You Become a Manager?

When you started your business.When you started your business.

““EEntrepreneurialntrepreneurial –– MythMyth””

Most business owners are Most business owners are technicianstechnicianssuffering from an suffering from an entrepreneurial seizureentrepreneurial seizure

““ManagersManagers”” RoleRole

To get results through othersTo get results through others

How? How? ––Clear DirectionClear Direction––Documented SystemsDocumented Systems––Developing employeesDeveloping employees

Education and Training Education and Training MentoringMentoringCoachingCoaching

What Makes CompaniesWhat Makes CompaniesPerform Well?Perform Well?

Based on 2007 McKinsey research, they found the Based on 2007 McKinsey research, they found the one winning combination: one winning combination:

AccountabilityAccountability -- clear roles for employeesclear roles for employeesDirectionDirection -- a compelling visiona compelling visionCultureCulture -- an environment that encourages an environment that encourages openness, trust, and challenge openness, trust, and challenge

Nothing else came close in improving performanceNothing else came close in improving performance

Coaching and MentoringCoaching and Mentoring

Is there a difference between coaching and Is there a difference between coaching and mentoring?mentoring?

Define coaching?Define coaching?

Define mentoring?Define mentoring?

Coaching and MentoringCoaching and Mentoring

Coaching ProcessCoaching Process

–– Purpose: Behavioral focusedPurpose: Behavioral focused

Mentoring ProcessMentoring Process

–– Purpose: Goal, life, and career focusedPurpose: Goal, life, and career focused

FaceFace--toto--FaceFace

Most important part of the coaching Most important part of the coaching process?process?

–– FaceFace--toto--Face meeting manager and employeeFace meeting manager and employee

Weakest part of the coaching process?Weakest part of the coaching process?

–– FaceFace--toto--Face meeting manager and employeeFace meeting manager and employee

Manager InterventionsManager Interventions

People management (or coaching) is a People management (or coaching) is a collection of interventions having a causecollection of interventions having a cause--effect relationship on employees.effect relationship on employees.

–– Pilot making course corrections on way to Pilot making course corrections on way to final destinationfinal destination

–– Sports coach adjusting the game plan to win Sports coach adjusting the game plan to win the gamethe game

Why Managers Fail as CoachesWhy Managers Fail as Coaches

Doing vs. ManagingDoing vs. Managing

We are used to frequently changing roles We are used to frequently changing roles between doing things and getting things between doing things and getting things done through othersdone through others

We can We can failfail because too much doing and because too much doing and not enough through othersnot enough through others

3 Facts3 Facts

1.1. Management is the intervention of Management is the intervention of getting things done through others.getting things done through others.

2.2. You need your employees more than You need your employees more than they need you.they need you.

3.3. You get paid for what your employees You get paid for what your employees do, not what you do.do, not what you do.

You succeed only when your people succeedYou succeed only when your people succeed

Management PerformanceManagement Performance

Based on the success or failure of your Based on the success or failure of your peoplepeople

You succeed only when your people succeedYou succeed only when your people succeed

What about poor performance caused by What about poor performance caused by inherent limitations?inherent limitations?

SelfSelf--Destructive BehaviorDestructive Behavior(or limiting beliefs)(or limiting beliefs)

Do you have any selfDo you have any self--destructive destructive behaviors?behaviors?

A few examples:A few examples:Doing what comes naturallyDoing what comes naturallyDo not recognize people as business resourcesDo not recognize people as business resourcesBelief in selfBelief in self--developmentdevelopmentNot fully appreciating the cost to replace Not fully appreciating the cost to replace employeesemployees

Employee Replacement CostEmployee Replacement Cost

Do you calculate the cost replace someone Do you calculate the cost replace someone before you fire them?before you fire them?

What does it cost to replace an employee?What does it cost to replace an employee?

Motivational TheoriesMotivational Theories

Hierarchy of NeedsHierarchy of Needs

Theory X and Theory YTheory X and Theory Y

Satisfaction and DissatisfactionSatisfaction and Dissatisfaction

Satisfaction and DissatisfactionSatisfaction and Dissatisfaction

DissatisfiersDissatisfiers

Company PoliciesCompany PoliciesSupervisionSupervisionWork ConditionsWork ConditionsSalarySalary

SatisfiersSatisfiers

AchievementAchievementRecognitionRecognitionWork itselfWork itselfResponsibilityResponsibility

““MotivationMotivation””

Motivators increase an individuals Motivators increase an individuals performanceperformance

Satisfiers are considered as actual Satisfiers are considered as actual influences to motivate peopleinfluences to motivate people

The elimination of dissatisfiers does not The elimination of dissatisfiers does not provide satisfactionprovide satisfaction

AchievementAchievement

Is the single strongest motivatorIs the single strongest motivator

People are not motivated by failurePeople are not motivated by failure

Small achievements act as motivators to Small achievements act as motivators to go ongo on

What is Achievement?What is Achievement?

AchievementAchievement

Achievement is the perception they have Achievement is the perception they have done something better or for the first timedone something better or for the first time

RecognitionRecognition

The second strongest motivatorThe second strongest motivator

When someone else recognizes our When someone else recognizes our achievementsachievements

ProductivityProductivity

One effective way to increase productivity One effective way to increase productivity would be to provide more opportunities in would be to provide more opportunities in each job for achievement to occureach job for achievement to occur

Which would give the manager more Which would give the manager more opportunities to apply recognitionopportunities to apply recognition

ProductivityProductivity

What are you doing to facilitate What are you doing to facilitate achievement?achievement?

What are you doing to recognize your What are you doing to recognize your employees achievement?employees achievement?

ManagementManagement

Recognizing what has been Recognizing what has been achieved to this point achieved to this point encourages to strive harder encourages to strive harder towards the goaltowards the goal

Doing something during the Doing something during the race to influence race to influence performanceperformance

AttitudeAttitude

Do you assume people do good or bad Do you assume people do good or bad work based on their attitude? (positive vs. work based on their attitude? (positive vs. negative)negative)

How do you know their attitude?How do you know their attitude?

We can observe behavior not attitudeWe can observe behavior not attitude

Understanding BehaviorUnderstanding Behavior

Why do people do the things they do?Why do people do the things they do?

Can you change some ones behavior?Can you change some ones behavior?

BehaviorBehavior

All behavior is a function of consequencesAll behavior is a function of consequences

Behavior modification: not only can you Behavior modification: not only can you change behavior regardless of attitude, change behavior regardless of attitude, after the change attitude usually followsafter the change attitude usually follows

There are only two possible categories of There are only two possible categories of consequences: positive and negativeconsequences: positive and negative

BehaviorsBehaviors

As coaches, we must focus on behaviors, As coaches, we must focus on behaviors, not people. People are in charge of their not people. People are in charge of their behaviorbehavior

People have the ability to change People have the ability to change behaviors based on the importance to the behaviors based on the importance to the individualindividual

BehaviorBehavior

Behavior that is followed by a positive Behavior that is followed by a positive consequence (to the individual) will tend consequence (to the individual) will tend to repeat itselfto repeat itself

If you do something and the result is a If you do something and the result is a pleasant experience to you, isnpleasant experience to you, isn’’t it likely t it likely you are going to do that something again?you are going to do that something again?

BehaviorBehavior

Any consequence that occurs after an Any consequence that occurs after an action and increases the frequency of that action and increases the frequency of that action is called a action is called a positive reinforcer.positive reinforcer.

Positive ReinforcerPositive Reinforcer

Herzberg's defined Herzberg's defined achievementachievement and and recognitionrecognition as motivatorsas motivators

What they really are is positive reinforcer What they really are is positive reinforcer

Negative ConsequenceNegative Consequence

Behavior that is followed by a negative Behavior that is followed by a negative consequence or a painful event will consequence or a painful event will decrease in frequencydecrease in frequency

Does punishment work?Does punishment work?

Misbehaving on purpose = attention Misbehaving on purpose = attention

AttentionAttention

Do you only meet oneDo you only meet one--onon--one with one with employees when they have done employees when they have done something wrong?something wrong?

Behavior QuizBehavior Quiz

Not following Not following scriptsscripts

““ShortShort”” with with team team

membersmembers

Smoking in a non Smoking in a non authorized authorized

areaareaHelpfulHelpfulEmotionalEmotional

UpsetUpsetHappyHappy““DonDon’’t have t have

what it what it takestakes””

““Have what it Have what it takestakes””CryingCrying

FrowningFrowningRolling eyesRolling eyesSleeping during Sleeping during a meetinga meetingClosing a saleClosing a saleNot being Not being

attentiveattentive

Slamming a Slamming a doordoor

Adherence to Adherence to company company

policypolicyTardinessTardinessConfidenceConfidenceApologizingApologizing

Thanking a Thanking a customercustomer

Asking Asking questionsquestionsParaphrasingParaphrasingUnderstandingUnderstandingProfessional Professional

tonetone

Job knowledgeJob knowledgeNegative Negative attitudeattitude

Offering Offering alternativesalternativesListeningListeningAttendanceAttendance

Behavior QuizBehavior Quiz

Not following Not following scriptsscripts

““ShortShort”” with with team team

membersmembers

Smoking in a non Smoking in a non authorized authorized

areaareaHelpfulHelpfulEmotionalEmotional

UpsetUpsetHappyHappy““DonDon’’t have t have

what it what it takestakes””

““Have what it Have what it takestakes””CryingCrying

FrowningFrowningRolling eyesRolling eyesSleeping during Sleeping during a meetinga meetingClosing a saleClosing a saleNot being Not being

attentiveattentive

Slamming a Slamming a doordoor

Adherence to Adherence to company company

policypolicyTardinessTardinessConfidenceConfidenceApologizingApologizing

Thanking a Thanking a customercustomer

Asking Asking questionsquestionsParaphrasingParaphrasingUnderstandingUnderstandingProfessional Professional

tonetone

Job knowledgeJob knowledgeNegative Negative attitudeattitude

Offering Offering alternativesalternativesListeningListeningAttendanceAttendance

Behavior PrinciplesBehavior Principles

The dictionary says that behaviors The dictionary says that behaviors “…“…pertain to a pertain to a person's actions as they constitute a means of person's actions as they constitute a means of evaluation by othersevaluation by others””

Behaviors must be observable & measurableBehaviors must be observable & measurable

““LabelsLabels”” represent a set of behaviorsrepresent a set of behaviors

Behaviors can be positive or negative Behaviors can be positive or negative

Your interventions have the greatest influence Your interventions have the greatest influence over your employeesover your employees

3 Sources of Reward & Punishment3 Sources of Reward & Punishment

1.1. The workThe work

2.2. Fellow workersFellow workers

3.3. The managerThe manager

The RIGHT Things for SuccessThe RIGHT Things for Success

Believing the wrong things about your Believing the wrong things about your people lead to selfpeople lead to self--destructive behaviordestructive behavior

Believing the wrong things about Believing the wrong things about employees is the basis for doing the employees is the basis for doing the wrong things wrong things

The Management FunctionThe Management Function

Your employees are your score card Your employees are your score card ––their success or failure reflects upon youtheir success or failure reflects upon you

A managers only reason for being is to do A managers only reason for being is to do everything to help your employees be as everything to help your employees be as successful as you need them to besuccessful as you need them to be

Why Behavior?Why Behavior?

When you employ someone you are When you employ someone you are renting their behaviorrenting their behavior

You will want to mange and change You will want to mange and change behavior within your restricted work behavior within your restricted work environmentenvironment

Include standard for behaviors on your job Include standard for behaviors on your job descriptionsdescriptions

Why Behavior?Why Behavior?

You can see it when it is wrongYou can see it when it is wrong

You can measure itYou can measure it

You can talk about it unemotionallyYou can talk about it unemotionally

You can see it when it changesYou can see it when it changes

Communication Problems?Communication Problems?

Do you have feel you have communication Do you have feel you have communication problems with your employees?problems with your employees?

Do you blame your people for those Do you blame your people for those problems?problems?

What is your definition of communication?What is your definition of communication?

Communication Problems?Communication Problems?

Do you have feel you have communication Do you have feel you have communication problems with your employees?problems with your employees?

Do you blame your people for those Do you blame your people for those problems?problems?

What is your definition of communication?What is your definition of communication?

CommunicationsCommunications

With communications there must be a:With communications there must be a:

•• SenderSender•• ReceiverReceiver•• TransmissionTransmission

TransmissionTransmission

What is the primary function of the mind? What is the primary function of the mind?

The mind is at least 6 times faster than we The mind is at least 6 times faster than we can speak.can speak.

The mind receives information so fast that The mind receives information so fast that it is reacting before the message is it is reacting before the message is complete.complete.

Communication TransmissionCommunication Transmission

The listener will hear it, but think The listener will hear it, but think something else. something else.

Therefore, successful communication is a Therefore, successful communication is a function of function of thought transmissionthought transmission..

What is an example of thought What is an example of thought transmission?transmission?

FeedbackFeedback

What is feedback?What is feedback?

Why is feedback important?Why is feedback important?

What are some examples of feedback you What are some examples of feedback you currently supply?currently supply?

FeedbackFeedback

Feedback is one of the most critical Feedback is one of the most critical requirements for sustained highrequirements for sustained high--level level performance.performance.

Feedback permits you to see the results of Feedback permits you to see the results of your actions.your actions.

It helps you make effective corrections.It helps you make effective corrections.

FeedbackFeedback

It is estimated that approximately 50% of It is estimated that approximately 50% of nonperformance problems occur because nonperformance problems occur because the lack of feedback.the lack of feedback.

If your employees have no idea how they If your employees have no idea how they are doing they have no reason to change.are doing they have no reason to change.

FeedbackFeedback

Lack of specific and frequent feedback is Lack of specific and frequent feedback is one of the most common causes of one of the most common causes of inappropriate behavior and performanceinappropriate behavior and performance

Giving specific feedback is the quickest, Giving specific feedback is the quickest, cheapest, and most effective intervention cheapest, and most effective intervention for improving performance for improving performance

3 Types of Feedback3 Types of Feedback

What are the three types of feedback?What are the three types of feedback?

––NeutralNeutral––PositivePositive––NegativeNegative

These descriptions refer to the manner in These descriptions refer to the manner in which the feedback is delivered.which the feedback is delivered.

Delivering FeedbackDelivering FeedbackIf worker believe they are doing what they are supposed If worker believe they are doing what they are supposed to do, why do anything differently?to do, why do anything differently?

Feedback should be:Feedback should be:–– ImmediateImmediate–– Neutral or PositiveNeutral or Positive–– Specific (quantification)Specific (quantification)–– Refer to expected performance Refer to expected performance –– ““show what finished show what finished

looks likelooks like””

You can eliminate a lot of performance problems by You can eliminate a lot of performance problems by giving feedback on a onegiving feedback on a one--time basistime basis

Delivering FeedbackDelivering Feedback

How often do you need to deliver How often do you need to deliver feedback?feedback?

Think about creating your feedback Think about creating your feedback system.system.

It should operate between the worker and It should operate between the worker and the work; not have to pass through youthe work; not have to pass through you

Feedback SystemsFeedback Systems

What feedback systems do you need?What feedback systems do you need?

Who will be accountable?Who will be accountable?

When do they need to be created by?When do they need to be created by?

Feedback System ExamplesFeedback System Examples

ScoreboardScoreboard

Forms and reportsForms and reports

Huddles and Numbers (Metrics)Huddles and Numbers (Metrics)

Feedback SystemFeedback System

For nonFor non--routine or repetitive jobsroutine or repetitive jobs

How do you measure performance?How do you measure performance?

DoesnDoesn’’t mean cant mean can’’t be measured; just t be measured; just means you donmeans you don’’t know how yett know how yet

Understanding EmployeesUnderstanding Employees

Why donWhy don’’t people do what they are t people do what they are suppose to do?suppose to do?

What problem are you trying to fix?What problem are you trying to fix?

Results vs. BehaviorResults vs. Behavior

Can you manage results?Can you manage results?

If it did not happen yet it is a goal, objective or If it did not happen yet it is a goal, objective or expectationexpectation

Once it happens it is historyOnce it happens it is history

You can only manage the things people do; their You can only manage the things people do; their behavior that produce the resultsbehavior that produce the results

Results vs. BehaviorResults vs. Behavior

Results = End of a raceResults = End of a race

The only way to influence an outcome of a race The only way to influence an outcome of a race is during the raceis during the race

Management intervention during the day will Management intervention during the day will influence the days outcomesinfluence the days outcomes

Management intervention at the end of the day Management intervention at the end of the day has no influence over that dayhas no influence over that day’’s works work

PerformancePerformance

Define PerformanceDefine Performance

The employeeThe employee’’s performance is the behavior you s performance is the behavior you rent that is expected to produce desired resultsrent that is expected to produce desired results

Rarely do worker perform the way we want right Rarely do worker perform the way we want right off the streetoff the street

We have to give them tools and then guide the We have to give them tools and then guide the quality, quantity and appropriateness of their quality, quantity and appropriateness of their actionsactions

ConsequencesConsequences

People do what they do because of the People do what they do because of the consequences to them for what they doconsequences to them for what they do

Why didnWhy didn’’t they do what they were suppose to?:t they do what they were suppose to?:–– Negative consequencesNegative consequences–– Positive consequencesPositive consequences

If they have the ability and training, but If they have the ability and training, but consequences are not reinforced, you can consequences are not reinforced, you can expect performance not to occurexpect performance not to occur

CoachingCoaching

Coaching using a 4Coaching using a 4--Step process:Step process:

Step 1. Neutral Feedback Step 1. Neutral Feedback Step 2. Neutral Feedback Step 2. Neutral Feedback Step 3. Coaching AnalysisStep 3. Coaching AnalysisStep 4. Coaching DiscussionsStep 4. Coaching Discussions

Neutral Feedback = asking questions in a Neutral Feedback = asking questions in a nonnon--judgmental wayjudgmental way

Coaching AnalysisCoaching Analysis

The first step of the analysis is the most The first step of the analysis is the most important:important:

–– What is influencing performance?What is influencing performance?

Identify the Unsatisfactory performanceIdentify the Unsatisfactory performance

Coaching DiscussionCoaching Discussion

The coaching discussion will not be The coaching discussion will not be effective if nonperformance is occurring effective if nonperformance is occurring because of one or more of the reasons because of one or more of the reasons given in the coaching analysis.given in the coaching analysis. The The coaching discussion is effective in coaching discussion is effective in redirecting behavior only when the other redirecting behavior only when the other reasons have been removed.reasons have been removed.

Coaching DiscussionCoaching Discussion

Use this tool toUse this tool to determine in advance of determine in advance of the coaching discussion what behavior the coaching discussion what behavior change you desire.change you desire. If you can not If you can not determine the desired change, that means determine the desired change, that means any discussion with the employee are for any discussion with the employee are for the purpose of collecting more information the purpose of collecting more information to find out what is going on. to find out what is going on.

Coaching DiscussionCoaching Discussion