Coaching the Coaches - CUNA Councils...A study featured in Public Personnel Management Journal...

Coaching the Coaches

Denny GrahamPresident and CEO

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The business case for coaching

Executive coaching at Booz Allen Hamilton returned $7.90 for every$1 the firm spent on coaching

A study featured in Public Personnel Management Journal reports that managers that underwent a managerial training program showed an increase in productivity of 22.4%. However, a second group was provided coaching following the training process and their productivity increased by 88% -F. Turner, Ph.D.

Jarod Kintz, “This book has no title”

Coaching 101:First you build the team, then you build the torture chamber for underperformers…………

The case studies

FIVE FINANCIAL INSTITUIONS, ALL EFFECTIVE

• Incentive Driven Credit Union• Old Fashioned Bank• We’re Nice Credit Union• No Metrics, Stretched Managers Credit Union• Really Effective Credit Union

My manager is a very good coach

My manager is a very good sales coach

Incentive Driven CU 12

Answer Options

Executive or Administration

Commercial, Consumer Loan or

Real Estate Manager

Business Development, Real Estate or Loan Sales

Officer

Branch Manager or Assistant

Branch ManagerMSR BSR Response

Percent

Strongly Disagree

0 0 2 1 0 0 3.9%

Disagree 1 0 2 0 0 2 6.5%

Neutral 0 1 4 4 5 9 29.9%

Agree 2 1 4 10 6 7 39.0%

Strongly Agree

1 2 2 3 4 4 20.8%

My manager is a very good sales coach

Old Fashioned Bank 13

Strongly Disagree

Disagree Neutral Agree Strongly Agree

Total

Branch Manager 2 (10%) 8 (40%) 6 (30%) 3 (15%) 1 (5%) 20

Asst. Branch Manager

1 (6.3%) 7 (43.8%) 8 (50%) 0 (0%) 0 (0%) 16

Teller/CustomerService

2 (12.5%) 4 (25%) 5 (31.3%) 5 (31.3%) 0 (0%) 16

Senior Teller 0 (0%) 0 (0%) 2 (66.7%) 1 (33.3%) 0 (0%) 3

Teller 1 (2.8%) 12 (33.3%)

9 (25%) 13 (36.1%) 1 (2.8%) 36

Total 6 31 30 22 2 91

My supervisor is a very good coach

We’re Nice Credit Union

14

Answer Options Senior Management

Branch Manager or Asst. Branch

Manager

Assistant Vice

President

Universal Representative

Branch Supervisor or Branch Ops Specialist

Lending Center

MSR's or Vault

Tellers

Investment or Business

Services

Response Percent

Strongly Disagree 0 1 0 0 0 0 1 0 2.2%

Disagree 1 1 0 2 0 2 0 0 6.5%

Neutral 2 5 3 5 0 6 8 1 32.3%

Agree 1 5 1 11 3 2 12 0 37.6%

Strongly Agree 1 4 0 7 3 0 4 1 21.5%



15

Answer Options Assistant Vice President Accounting

Human Resources, Training or

Marketing/Business Development

Risk Management, Compliance, Branch

Admin or Internal AuditIT MSS

Support

Lending Center or Business

Services Support

Response Percent

Strongly Disagree 0 1 0 0 1 1 1 7.0%

Disagree 0 1 0 0 0 4 1 10.5%

Neutral 4 1 3 4 3 3 5 40.4%

Agree 1 4 2 2 2 3 2 28.1%

Strongly Agree 0 1 2 2 0 2 1 14.0%


No Metrics, Stretched Thin Credit Union

16

Answer Options Vault, Senior or Head Teller or Teller

MSR, MSO, CSA, CC Team Lead or

Indirect MSR

MST or MSA

Branch or Teller Manager or CC

Director

Receptionist or Clerk

Lending Spec., Asst. Manager or CC Asst. Manager

Senior Manager, VP or AVP

Strongly Disagree 3 2 0 1 0 0 0Disagree 2 4 2 1 2 1 2Neutral 16 19 4 7 4 2 1Agree 21 24 6 6 2 3 5

Strongly Agree 24 23 2 2 5 4 5

My manager is a very goodcoach


17

Answer Options HR IT Manager, AVP, VP or Director

Accounting Dept.

Payment Systems Dept.

Title Dept.

Loan Processing

Dept.

Collections Dept.

Risk Management

Dept.

Training Dept.

Strongly Disagree 0 0 0 0 0 0 0 0 0 0Disagree 0 0 0 0 0 0 1 0 2 0Neutral 0 1 1 2 0 1 1 2 1 0Agree 1 7 3 5 3 2 9 7 0 1

Strongly Agree 4 2 7 3 2 0 2 6 0 2


Really Effective Credit Union

18

Answer Options

Mortgage Loan Officer

Consumer Loan Officer Manager Supervisor Teller FSO or FSR Contact Center

RepresentativeResponse Percent


Disagree 1 0 0 1 0 1 0 2.4%

Neutral 1 4 1 1 1 4 1 10.5%

Agree 8 3 6 5 14 16 8 48.4%Strongly

Agree 5 1 5 2 10 15 6 35.5%



19

Answer Options Loss Prevention/Accounting Help Desk Card Services Account Services Response

Percent

Strongly Disagree 0 0 0 0 0.0%

Disagree 0 1 0 0 2.9%

Neutral 0 5 0 1 17.1%

Agree 3 1 3 7 40.0%

Strongly Agree 3 3 2 6 40.0%

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My boss is always there when I need help

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My manager is always there when I need help with sales issues

Incentive Driven Credit Union

23

Answer Options


Commercial, Consumer Loan or Real Estate

Manager


Officer



Percent

Strongly Disagree

0 0 2 1 0 0 3.9%

Disagree 1 0 0 0 0 3 5.2%

Neutral 1 1 4 3 3 7 24.7%

Agree 1 0 6 11 9 9 46.8%

Strongly Agree

1 3 2 3 3 3 19.5%


Old Fashioned Bank

24

Strongly Disagree


Total

Branch Manager 4 (20%) 2 (10%) 8 (40%) 5 (25%) 1 (5.0%) 20


1 (6.7%) 1 (6.7%) 7 (46.7%) 6 (40%) 0 (0%) 15


1 (6.3%) 0 (0%) 0 (0%) 9 (56.3%) 6 (37.5%) 16

Senior Teller 0 (0%) 0 (0%) 0 (0%) 2 (66.7%) 1 (33.3%) 3

Teller 1 (2.7%) 5 (13.5%) 8 (21.6%) 10 (27%) 13 (35.1%)

37

Total 6 31 30 22 2 91

A manager is always there when I need help with sales and service issues


25



Manager

Assistant Vice President


Branch Supervisor or Branch Ops

Specialist

Lending Center

MSR's or Vault

Tellers


Services

Response Percent


Disagree 2 2 0 1 0 0 3 1 9.7%

Neutral 1 4 1 5 1 7 2 0 22.6%

Agree 2 8 2 11 3 3 14 0 46.2%

Strongly Agree 0 2 0 8 2 0 6 1 20.4%

My manager is always there when I need help with issues


26





Admin or Internal AuditIT MSS Support


Services Support

Response Percent


Disagree 0 2 0 0 1 4 0 12.3%

Neutral 1 1 1 2 1 3 1 17.5%

Agree 4 2 3 6 2 3 7 47.4%

Strongly Agree 0 3 2 0 1 2 1 15.8%



27

Answer OptionsVault, Senior or Head Teller or

Teller


Indirect MSR

MST or MSA


Director


Lending Spec., Asst. Manager

or CC Asst. Manager

Senior Manager, VP or

AVP

Strongly Disagree 2 2 1 0 0 0 1

Disagree 3 5 2 0 1 0 1

Neutral 9 20 3 8 7 5 2

Agree 31 24 6 7 3 3 6


My manager is always there when I need help with issues


28


Accounting Dept.

Payment Systems

Dept.

Title Dept.

Loan Processing

Dept.

Collections Dept.

Risk Managemen

t Dept.

Training Dept.


Strongly Agree 4 3 6 3 2 0 2 9 0 2

My manger is always there when I need help with sales and/or service

issues


29

Answer Options





Disagree 1 0 0 1 0 3 0 4.0%Neutral 6 0 1 1 2 3 0 10.5%Agree 5 7 7 7 10 13 8 46.0%

Strongly Agree 3 1 4 1 13 18 7 37.9%

My manger is always there when I need help with issues


30

Answer Options Loss Prevention/Accounting Help Desk Card Services Account Services Response Percent


Disagree 0 0 0 0 0.0%

Neutral 0 0 0 3 8.6%

Agree 2 5 3 6 45.7%


My boss helps me set goals to improve my skills

My manager helps me set goals to improve my skills


32

Answer Options



Manager

Business Development, Real Estate or Loan

Sales Officer



Percent

Strongly Disagree

1 0 1 0 0 1 3.9%

Disagree 1 0 1 2 0 0 5.2%Neutral 0 1 4 3 6 9 29.9%Agree 1 2 6 10 6 10 45.5%

Strongly Agree

1 1 2 3 3 2 15.6%

My manager helps me set goals to improve my sales skills

Old Fashioned Bank

33

Strongly Disagree


Total

Branch Manager 4 (20%) 5 (25%) 5 (25%) 4 (20%) 2 (10%) 20


1 (6.3%) 5 (31.3%) 5 (31.3%) 5 (31.3%) 0 (0%) 16


2 (12.5%) 0 (0%) 2 (12.5%) 11 (68.8%) 1 (6.3%) 16

Senior Teller 0 (0%) 0 (0%) 2 (66.7%) 0 (0%) 1 (33.3%) 3

Teller 1 (2.7) 6 (16.2) 8 (21.6%) 13 (35.1%) 9 (24.3%) 37

Total 8 16 22 33 13 92

My supervisor helps me set goals to improve my skills

Really Nice Credit Union

34



Manager

Assistant Vice

President



Lending Center

MSR's or Vault

Tellers


Services

Response Percent


Disagree 2 2 0 0 0 2 2 1 9.7%

Neutral 0 3 4 5 1 6 8 0 29.0%

Agree 3 8 0 17 2 2 13 0 48.4%

Strongly Agree 0 2 0 3 3 0 2 1 11.8%


Really Nice Credit Union

35




Risk Management, Compliance, Branch Admin or Internal

Audit

IT MSS SupportLending Center

or Business Services Support

Response Percent


Disagree 2 2 0 0 0 5 1 17.5%

Neutral 0 1 3 4 4 2 5 33.3%

Agree 3 4 2 3 1 5 3 36.8%

Strongly Agree 0 1 2 1 0 1 0 8.8%



36

Answer Options HR ITManager,

AVP, VP or Director

Accounting Dept.

Payment Systems

Dept.Title Dept.

Loan Processing

Dept.

Collections Dept.

Risk Management

Dept.

Training Dept.


Strongly Agree 3 2 4 2 3 0 0 4 0 1



37


Teller


Indirect MSRMST or MSA


Director


Lending Spec., Asst. Manager or

CC Asst. Manager



Disagree 6 11 2 3 1 1 4Neutral 21 17 3 4 6 2 2Agree 21 22 6 9 2 5 6


My manager helps me set goalsto improve my skills


38

Answer Options Loss Prevention/Accounting Help Desk Card Services Account Services Response Percent


Disagree 0 1 0 0 2.9%

Neutral 1 5 0 3 25.7%

Agree 2 2 3 10 48.6%




39

Answer Options




Strongly Disagree

0 0 0 0 1 2 0 2.4%


Strongly Agree

3 1 4 0 5 11 5 23.4%

My boss observes me working with members or employees and provides valuable feedback

My manager observes me working with members and provides valuable feedback


41

Answer Options



Real Estate Manager


Officer



Percent

Strongly Disagree

0 0 1 1 0 0 2.6%

Disagree 2 0 4 3 1 2 15.6%

Neutral 1 2 4 4 3 9 29.9%

Agree 0 1 2 9 9 9 39.0%

Strongly Agree 1 1 3 1 2 2 13.0%

My manager observes me working with clients and provides valuable feedback

Old Fashioned Bank

42

Strongly Disagree

Disagree

Neutral Agree Strongly Agree

Total

Branch Manager 5 (25%) 7 (35%) 6 (30%) 1 (5%) 1 (5%) 20


1 (6.3%) 5 (33.3%) 5 (33.3%) 4 (26.7%) 0 (0%) 15


2 (12.5%) 0 (0%) 4 (25%) 9 (56.3%) 1 (6.3%) 16

Senior Teller 0 (0%) 0 (0%) 0 (0%) 2 (66.7%) 1 (33.3%) 3

Teller 2 (5.4%) 6 (16.2%) 5 (13.5%) 15 (40.5%) 9 (24.3%) 37

Total 6 31 30 22 2 91

My supervisor observes me working with members and provide valuable feedback


43



Manager

Assistant Vice

President



Lending Center

MSR's or Vault

Tellers


Services

Response Percent


Disagree 0 6 1 3 0 6 5 1 23.7%

Neutral 4 2 2 5 1 3 9 0 28.0%

Agree 1 5 0 15 3 1 10 0 37.6%

Strongly Agree 0 1 0 2 2 0 1 1 7.5%

My manager observes me working with members and provides valuable feedback


44


Teller


Indirect MSRMST or MSA


Director



or CC Asst. Manager




My manager observes me working with members and provides valuable

feedback

Really Effective Credit Union 45

Answer Options





Disagree 2 0 3 1 1 2 0 7.3%

Neutral 4 3 4 1 2 5 0 15.3%

Agree 6 5 5 6 14 16 10 50.0%

Strongly Agree 2 0 0 1 8 14 5 24.2%

My boss focuses on behaviors as well as results

“OUR EMPHASIS IS ON EXECUTION; not on winning”

Pat Summitt

My manager focuses on sales behaviorsas well as results


48

Answer Options



Manager


Officer

Branch Manager or Assistant Branch

ManagerMSR BSR Response

Percent

Strongly Disagree 0 0 2 0 0 1 3.9%

Disagree 1 0 1 4 2 2 13.0%Neutral 1 2 5 2 7 12 37.7%Agree 1 0 5 7 3 6 28.6%Strongly Agree 1 2 1 5 3 1 16.9%

My manager focuses on sales behaviors as well as results

Old Fashioned Bank

49

Strongly Disagree


Total

Branch Manager 3 (15%) 6 (30%) 5 (25%) 3 (15%) 3 (15%) 20


0 (0%) 3 (18.8%) 6 (37.5%) 6 (37.5%) 1 (6.3%) 16


2 (12.5%) 1 (6.3%) 6 (37.5%) 7 (43.8%) 0 (0%) 16

Senior Teller 0 (0%) 0 (0%) 2 (66.7%) 0 (0%) 1 (33.3%) 3

Teller 2 (5.4%) 5 (13.5%) 9 (24.3%) 13 (35.1%) 8 (21.6%) 37

Total 7 15 28 29 13 92

My supervisor focuses on sales and service behaviors as well as results


50



Manager




Lending Center

MSR's or Vault

Tellers


Services

Response Percent

Strongly Disagree 0 0 0 0 0 2 1 0 3.2%Disagree 0 4 0 1 0 2 4 1 12.9%Neutral 2 2 3 6 1 4 9 0 29.0%Agree 3 6 1 17 3 2 10 0 45.2%

Strongly Agree 0 4 0 1 2 0 1 1 9.7%



51

Answer Options Vault, Senior or Head Teller or Teller


Indirect MSR

MST or MSA

Branch or Teller

Manager or CC Director



or CC Asst. Manager






52

Answer Options




Strongly Disagree

0 0 0 0 1 3 0 3.2%

Disagree 1 0 0 0 1 1 1 3.2%

Neutral 9 2 3 3 2 2 1 17.7%

Agree 2 5 7 5 17 20 10 53.2%

Strongly Agree

3 1 2 2 5 12 3 22.6%

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My boss and I meet once a month to discuss my progress

My manager and I meet at least once a month to discuss my sales progress


57

Answer Options



Real Estate Manager

Business Development, Real Estate or Loan Sales Officer

Branch Manager or Assistant Branch

ManagerMSR BSR Response

Percent

Strongly Disagree

0 0 3 1 0 1 6.5%

Disagree 1 1 4 5 5 8 31.2%Neutral 2 1 3 3 6 6 27.3%Agree 0 0 3 7 2 4 20.8%

Strongly Agree

1 2 1 2 2 3 14.3%


Old Fashioned Bank

58

Strongly Disagree


Total

Branch Manager 5 (25%) 10 (50%) 3 (15%) 2 (10%) 0 (0%) 20


0 (0%) 6 (37.5%) 4 (25%) 5 (31.3%) 1 (6.3%) 16


4 (25%) 3 (18.8%) 3 (18.8%) 6 (37.5%) 0 (0%) 16

Senior Teller 0 (0%) 0 (0%) 2 (66.7%) 0 (0%) 1 (33.3%) 3

Teller 3 (8.1%) 9 (24.3%) 9 (24.3%) 12 (32.4%) 4 (10.8%) 37

Total 12 28 21 25 6 92

My supervisor and I meet at least once a month to discuss my sales and service

progress


59


Branch Manager or Asst. Branch Manager




Lending Center

MSR's or Vault

Tellers


Services

Response Percent


Disagree 1 2 1 6 1 4 2 0 18.3%

Neutral 1 3 0 6 1 2 8 0 22.6%

Agree 3 5 2 11 2 1 15 1 43.0%

Strongly Agree 0 5 1 2 2 0 0 0 10.8%

My manager and I meet at least once a month to discuss my performance


60





Admin or Internal AuditIT MSS

Support


Services Support

Response Percent


Disagree 1 4 4 0 1 7 6 40.4%

Neutral 1 1 1 4 3 3 0 22.8%

Agree 1 1 1 3 0 0 0 10.5%

Strongly Agree 2 0 1 1 1 0 0 8.8%



61


Teller


Indirect MSR

MST or MSA

Branch or Teller Manager or CC Director


Lending Spec., Asst. Manager or CC Asst. Manager



Disagree 12 12 6 5 4 5 5

Neutral 26 23 4 6 6 2 5

Agree 10 14 1 3 1 3 3


My manager and I meet at least once a month to discuss my performance


62


Accounting Dept.

Payment Systems

Dept.

Title Dept.

Loan Processing

Dept.

Collections Dept.

Risk Management

Dept.

Training Dept.


Strongly Agree 3 1 6 2 3 0 1 2 0 0

My manager and I meet at least once a month to discuss my sales and/or

service progress


63

Answer Options






Strongly Agree 2 1 5 2 4 10 2 21.0%

After seeing those, how would I rate myself?

After seeing those, how would I rate myself?

• I’m a very good coach• I’m there when they need me• I observe my people in action• I focus on behaviors as well as results• I meet with my people once a month

What IS a good coach?

What is a good coach?


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The general feeling is, if don’t treat everyone the same you’re showing partiality. To me, that’s when you show the most partiality, when you treat everyone the same. You must give each individual the treatment that you feel he earns and deserves…………..

John Wooden

Am I there when THEY need me?

I observe my people in action

I focus on behaviors as well as results?

Competing Priorities:

Meetings!Other people to manage

My own tasks

What CAN we do to be successful?

“I don’t look to jump over 7 foot bars. I look for 1-foot bars that I can step over………..” Warren Buffett

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THE RULES OF COACHING• GOALS are the starting point of your discussion• But we coach SKILLS – one at a time.

– What skills are their strengths– What skills need improvement

• Coach against a specific model• Coach uniquely for each person – they have

different strengths and weaknesses

THE RULES OF COACHING• People accept coaching when they know there is a

benefit to THEM• Each person is unique so we need a unique

approach to each person• If someone is struggling, get them to work on ONE

skill – to show them they can improve

THE RULES OF COACHING

• Set a goal to do a specific amount of coaching– Who– When

Manage Your Time So You Can Coach Your Staff

1. Keep a “to-do” list2. Set coaching goals3. Prioritize4. Manage distractions5. Chunk-out tasks

6. Learn to say, “No”7. Resist the rush8. Don’t multitask9. You deserve a break10. Schedule your tasks

Inspect what you Expect!!!

ME

Regional

Branch Manager

Branch Supervisor

Regional Regional Operations

Department Manager

What tools are out there?

A manager is always there when I need help with sales and service issues


84



Manager



Branch Supervisor or Branch Ops

Specialist

Lending Center

MSR's or Vault

Tellers


Services

Response Percent


Disagree 2 2 0 1 0 0 3 1 9.7%

Neutral 1 4 1 5 1 7 2 0 22.6%

Agree 2 8 2 11 3 3 14 0 46.2%

Strongly Agree 0 2 0 8 2 0 6 1 20.4%

Leadership 360 Assessment

Prepared For: Rater One July 17, 2013


Establishing Standards Inspiring Trust & Respect Developing People Achieving Results Supporting Teamwork Solving Problems

Making Decisions Evaluating Performance Organizing & Planning Communicating Driving Sales/Service Understanding Business

Twelve Proven Keys to Success:

Even if you’re a good coach, people can’t ALWAYS do the

job you want

WHY PEOPLE DON’T DO WHAT THEIR MANAGERS WANT

• They don’t know WHAT you want them to do

• They don’t know HOW to do it

• They are UNCOMFORTABLE doing what you want them to do

• There is no MOTIVATION to do what you want

WHY PEOPLE DON’T DO WHAT THEIR MANAGERS WANT

• There are BARRIERS in the way of getting the job done – physical, emotional, training, product

• The person lacks overall FOCUS

• The person is in the WRONG job

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THE BEST COACHING QUESTION, EVER:

What can I do to make YOU more successful?

THANK YOU and GOOD LUCK

Denny GrahamPresident and CEO

[email protected]

mailto:[email protected]

Coaching the Coaches - CUNA Councils...A study featured in Public Personnel Management Journal...

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