High Performance Coaching1 + 1 = 3

April 12, 2005

Canadian Process Control Association

April 12, 2005 2

High Performance Coaching

Focuses on: Individual Achieving outstanding performance and Realizing their full career potential

By having Clearly defined goals with Measured performance and Frequent feedback

Great Coaches motivate Individuals successfully &

achieve results

Development of Others – Cultivates Individual Talents Motivates Successfully

April 12, 2005 4

Great Coaches Generate Higher Net Income

4.5M$2.4M$

(-1.2M$)

-2

-1

0

1

2

3

4

5

Least Effective 10% Middle 80% Most Effective 10%

Mortgage Bank Leadership Team

April 12, 2005 5

Great Coaches have more Satisfied Customers

39%

49%

68%

0% 10% 20% 30% 40% 50% 60% 70%

Customer Satisfaction %

Least Effective 30%

Middle 60%

Most Effective 10%

High Tech. CompanyLeadership Team

April 12, 2005 6

Developmental Focus

Coaching Skills Communications, Relationships, Cultivates

Individual Talents, Motivates Successfully

Individual’s developmental aspects Could be every day More qualitative Perceptions + Needs + Solutions Future Oriented

April 12, 2005 7

High Performance Coaching Process Preparation – Select Objective & Time required

Introduction – Rapport and purpose

Closing – Facilitate action and time frame

Follow-up

Perceptions and Needs Discussion

Obstacles and Solution DiscussionSpend 80 % oftime here

April 12, 2005 8

Perceptions and Needs Discussion

Remember: Ask more questions before you give your view

Perceptions Questions

Drill Down Questions

Coach’s Perceptions and Feedback

April 12, 2005 9

Perception Questions

Ask for staff’s perceptions first

Use Open-ended, Neutral, Specific, but not leading questions

Seek Balanced feedback of Strengths and areas of Improvement

Remember: Staff talk first

April 12, 2005 10

Drill Down Questions

Ask Open-ended, Neutral, drill down questions

Use Superb Questioning skills and avoid the instinct to tell vs. ask

Get staff to be Specific and take OwnershipRemember:

Acknowledge what the staff has said and then it is always necessary to drill down

using neutralize open ended questions

April 12, 2005 11

Coach’s Perceptions and Feedback

Coach shares perceptions after Staff gives his/her perceptions

Guidelines for feedback: Balanced, specific, limited, frank, close to

event, private

RememberFeedback is necessary and give it.

April 12, 2005 12

Obstacle and Solution Discussion

Remember: Responsibility to define the obstacle must be your staff’s

Identify Obstacles

Drill Down Clarification

Resolution of Objections

Develop Solution

April 12, 2005 13

Obstacle Dialogue

Ask the Question “What is the obstacle?”

Use acknowledgement and Drill Down

Make the person responsible for Identifying the obstacle

Give your perception in a balanced and direct way

Remember: Once you get the staff to identify his/her perception

on the obstacle, acknowledge and give yours. CHECK

April 12, 2005 14

Solution Discussion Use open-ended questions to get the staff to suggest a

solution Make the person responsible for his/her development Assess where the person is on the learning curve Gauge the sense of urgency Increase buy-in Change behaviour

Provide your input to ensure the solution is effective/acceptable

Remember Don’t do all of the work

April 12, 2005 15

High Performance Coaching Process Preparation – Select Objective & Time required

Introduction – Rapport and purpose

Closing – Facilitate action, time frame, & commitment

Follow-up

Perceptions and Needs Discussion

Obstacles and Solution Discussion

April 12, 2005 16

High Performance Coaching Framework

Set clear expectations Monitor expectations and metrics and process Coach

Remember spend 80% coaching

since coaching will have the greatest impact on a person’s results

April 12, 2005 17

Coaching Introduced

Date

Coaching Introduced

Sales Closing Ratio TrackingS

ales

Clo

sing

Rat

io

0

5

10

15

20

25

30

Nov

2 -

6

Nov

16

- 20

Nob

30

- Dec

4

Dec

14

- 18

Dec

28

- Jan

1

Jan

11 -

15

Jan

25 -

29

Feb

8-12

Feb

22-2

6

Mar

8-1

2

Mar

22-

26

Apr 5

-9

Apr 1

9-23

May

3-7

May

17-

21

May

31-

June

4

June

14-

18

June

28-

July

2

July

12-

16

July

26-

30

Aug

9-13

Aug

23-2

7

Sept

6-1

0

Sept

20-

24

Oct

4-8

Oct

18-

22

Actual Budget

Performance Short Fall

April 12, 2005 18

Coaching Introduced

Date

Coaching Introduced

Sales Closing Ratio TrackingS

ales

Clo

sing

Rat

io

0

5

10

15

20

25

30

Nov

2 -

6

Nov

16

- 20

Nob

30

- Dec

4

Dec

14

- 18

Dec

28

- Jan

1

Jan

11 -

15

Jan

25 -

29

Feb

8-12

Feb

22-2

6

Mar

8-1

2

Mar

22-

26

Apr 5

-9

Apr 1

9-23

May

3-7

May

17-

21

May

31-

June

4

June

14-

18

June

28-

July

2

July

12-

16

July

26-

30

Aug

9-13

Aug

23-2

7

Sept

6-1

0

Sept

20-

24

Oct

4-8

Oct

18-

22

Actual Budget

Performance Short Fall

Performance MeasurementIntroduction

April 12, 2005 19

Coaching Introduced

Date

Coaching Introduced

Sales Closing Ratio TrackingS

ales

Clo

sing

Rat

io

0

5

10

15

20

25

30

Nov

2 -

6

Nov

16

- 20

Nob

30

- Dec

4

Dec

14

- 18

Dec

28

- Jan

1

Jan

11 -

15

Jan

25 -

29

Feb

8-12

Feb

22-2

6

Mar

8-1

2

Mar

22-

26

Apr 5

-9

Apr 1

9-23

May

3-7

May

17-

21

May

31-

June

4

June

14-

18

June

28-

July

2

July

12-

16

July

26-

30

Aug

9-13

Aug

23-2

7

Sept

6-1

0

Sept

20-

24

Oct

4-8

Oct

18-

22

Actual Budget

PerformanceShort Fall

Performance MeasurementIntroduction

CoachingIntroduction

April 12, 2005 20

Date

Sales Closing Ratio TrackingS

ales

Clo

sing

Rat

io

0

5

10

15

20

25

30

35

Nov

2 -

6

Nov

16

- 20

Nob

30

- Dec

4

Dec

14

- 18

Dec

28

- Jan

1

Jan

11 -

15

Jan

25 -

29

Feb

8-12

Feb

22-2

6

Mar

8-1

2

Mar

22-

26

Apr 5

-9

Apr 1

9-23

May

3-7

May

17-

21

May

31-

June

4

June

14-

18

June

28-

July

2

July

12-

16

July

26-

30

Aug

9-13

Aug

23-2

7

Sept

6-1

0

Sept

20-

24

Oct

4-8

Oct

18-

22

Actual Budget

PerformanceShort Fall

PerformanceMeasurement

Introduction

CoachingIntroduction

Coaching PartOf Culture

April 12, 2005 21

Learning, reasoning and Learning, reasoning and problem solving approach problem solving approach

ONEONEGALLONGALLON

ONEONEGALLONGALLON

Know your staff preferences

April 12, 2005 22

Communications Consistency

Words:(7% of message)

What staff hear:(38% of message)Tone of voiceVocal clarityVerbal expressiveness

What staff see or feel:(55% of message)Facial expressionDress and groomingPostureEye contactTouches and Gestures

April 12, 2005 23

People can be the difference between extinction and survival, profit and loss

April 12, 2005 24

.

Superior Producers

Top 16%

PoorProducers

Bottom 16%

Average Producers

68%

April 12, 2005 25

Why does this matter?Unskilled / Semi-skilled ‘Average’ produce 19% more than ‘Poor-producers’ ‘Superior’ produce 19% more than ‘Average’ ‘Superior’ produce 38% more than ‘Poor-producers’

Skilled ‘Average’ produce 32% more than ‘Poor-producers’ ‘Superior’ produce 32% more than ‘Average’ ‘Superior’ produce 64% more than ‘Poor-producers’

Management / Professional ‘Average’ produce 48% more than ‘Poor-producers’ ‘Superior’ produce 48% more than ‘Average’ ‘Superior’ produce 96% more than ‘Poor-producers’

Source: “The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings”

Psychological Bulletin, Sept 1998, Vol. 124, No. 2, pp 262-274.

April 12, 2005 26

Cost of ‘Average’ vs. ‘Superior’ Performers

X 0.19 =

Average Salary?

Your cost per ‘Average’ # in this

category

X = Unskilled

Skilled

Total Exposure if all ‘average’ (total i + ii + iii)

(i)

Management

X 0.32 =

X = (ii)

X 0.48 = X = (iii)

= (iv)

Your cost if all in this category

‘average’

$20,000 $3,800 50 $190,000

$28,000 10 $280,000

$790,000

Percentage of salary investment at risk

=

29%

$40,000 $12,800 25 $320,000

$60,000

April 12, 2005 27

Cost of ‘Average’ vs. ‘Superior’ Performers

X 0.19 =

Average Salary?

Your cost per ‘Average’ # in this

category

X = Unskilled

Skilled

Total Exposure if all ‘average’ (total i + ii + iii)

(i)

Management

X 0.32 =

X = (ii)

X 0.48 = X = (iii)

= (iv)

Your cost if all in this category

‘average’

$20,000 $1,900 25 $47,500

$14,000 5 $70,000

$194,300

Percentage of salary investment at risk

=

16%

$40,000 $6,400 12 $76,800

$60,000

April 12, 2005 28

Implications These figures are not ‘worst case’: If any or all are below

average the loss for that position is doubled – but so is the potential for improvement

Unless all your people are ‘superior’ performers you are losing money unnecessarily

Regardless how large or small your organization the potential losses are relatively large

Every time you move performance in any single job you have a measurable financial impact

This is the easiest strategy for making significant improvements to your bottom line

April 12, 2005 29

High Performance CoachingSummary Focus

Individual, achieving outstanding results, and realizing full potential Impacts business results Developmental Focus

Short and frequent Future oriented

Coaching Process 6 steps Key skills – Asking questions & Active listening

Framework Expectations Monitor Coach

Individual impact Learning, reasoning, & problem solving Communications

Extraordinary Coachesmake

Extraordinary People

- There are no ordinary people,

just ordinary Coaches!

April 12, 2005 31

High Performance Coach Characteristics Positive Enthusiastic Trusting Focused Goal-oriented Knowledgeable

Observant Respectful Patient Clear Assertive

April 12, 2005 32

Different Roles Boss

Talks a lot Tells Fixes Presumes Seeks Control Orders Works on

Coach Listens a lot Asks Prevents Explores Seeks Commitment Challenges Works with