©2007 J.W. Webb, Inc.
©2007 J.W. Webb, Inc.




 Setting
the Stage
©2007 J.W. Webb, Inc.




 What Is
Coaching?
©2007 J.W. Webb, Inc.




How important is 1:1 coaching to the
success of your organizations?
©2007 J.W. Webb, Inc.




What happens when managers
don’t make coaching a priority?
©2007 J.W. Webb, Inc.




   Why do managers
 oen fail to take their
coaching role seriously?
©2007 J.W. Webb, Inc.




 What are some of the
 major connection points
  between today’s topic
 & the November topic:
e...
©2007 J.W. Webb, Inc.
©2007 J.W. Webb, Inc.
©2007 J.W. Webb, Inc.




 Concentrate on Your Players
  There have been many college basketball coaches
         who have...
©2007 J.W. Webb, Inc.




What is Coaching?
Coaching is a collaborative process through which managers
aim to help employe...
©2007 J.W. Webb, Inc.



The Objectives of
the Coaching Relationship
To clarify and simplify issues and
challenges
To incr...
©2007 J.W. Webb, Inc.




An Inside-Out Approach
to Coaching
Self-exploration
Synthesis of individual and organizational
a...
©2007 J.W. Webb, Inc.



What Are the Critical Success
Factors for the Coaching Subject?
IN ORDER TO GET THE MOST OF THE
C...
©2007 J.W. Webb, Inc.




  A manager’s job
  is to get results
   through people
and other resources.
©2007 J.W. Webb, Inc.




THE 9 KEYS TO
Exceptional
 Coaching
©2007 J.W. Webb, Inc.
©2007 J.W. Webb, Inc.
©2007 J.W. Webb, Inc.




Be Exceptionally Prepared
Know your role and overarching
objectives
Know your process
Know your ...
©2007 J.W. Webb, Inc.
©2007 J.W. Webb, Inc.




Ask Many Questions
Increase your depth of knowledge and
understanding of the coaching subject

I...
©2007 J.W. Webb, Inc.
©2007 J.W. Webb, Inc.



Self-Questionnaire for Coaching Subjects
e Answers to ese Eleven Questions Will Help
Illuminate...
©2007 J.W. Webb, Inc.



Self-Questionnaire for
Coaching Subjects (cont.)
5. What are your highest-priority goals for your...
©2007 J.W. Webb, Inc.



Self-Questionnaire for
Coaching Subjects (cont.)
8. Based on your priority goals, what three impr...
©2007 J.W. Webb, Inc.
©2007 J.W. Webb, Inc.




   Approach Performance
    Issues Diagnostically

              diagnose
                   v.
...
©2007 J.W. Webb, Inc.




 Diagnostic Rule #1
Behavior that is followed by a
    positive consequence
  will tend to repea...
©2007 J.W. Webb, Inc.




 Diagnostic Rule #2
Behavior that is followed by a
   negative consequence
 will decrease in fre...
Why People Do What They Do  ©2007 J.W. Webb, Inc.


 Being on Time to Attend Regular Staff Meetings
     + Consequences    ...
©2007 J.W. Webb, Inc.

Performance / Behavior Issue Diagnosis Tool (Page 1 of 3)
©2007 J.W. Webb, Inc.

Performance / Behavior Issue Diagnosis Tool (Page 2 of 3)
©2007 J.W. Webb, Inc.

Performance / Behavior Issue Diagnosis Tool (Page 3 of 3)
©2007 J.W. Webb, Inc.
©2007 J.W. Webb, Inc.
©2007 J.W. Webb, Inc.




Herzberg's Two Factor Theory
        Factors Affecting Job Attitudes
     Leading to             ...
©2007 J.W. Webb, Inc.




Maslow's Hierarchy of Needs

          Check “self-
          actualization” for
          color...
©2007 J.W. Webb, Inc.
©2007 J.W. Webb, Inc.
©2007 J.W. Webb, Inc.



Provide Frequent
Targeted Feedback
Make it specific—an accurate description of the
behavior or pe...
©2007 J.W. Webb, Inc.
©2007 J.W. Webb, Inc.
©2007 J.W. Webb, Inc.
Forge a High-Trust Coaching
Relationship Based on Mutual
Commitment to Agreed Goals
                   ©2007 J.W. Webb, In...
©2007 J.W. Webb, Inc.
©2007 J.W. Webb, Inc.




James J. Braddock’s trainer coaches him to victory
   against great odds in the film Cinderella ...
©2007 J.W. Webb, Inc.
©2007 J.W. Webb, Inc.



Document Coaching Session
Outcomes & Agreements
It’s about consistency and timeliness

Critical i...
©2007 J.W. Webb, Inc.
©2007 J.W. Webb, Inc.
©2007 J.W. Webb, Inc.




Follow-Up & Measure Progress

Always finish what you started—follow-up on ALL
agreements
Establi...
©2007 J.W. Webb, Inc.
©2007 J.W. Webb, Inc.
©2007 J.W. Webb, Inc.



Drive Personal Accountability
& Integrity
Be constructively intolerant of variances
to commitment...
©2007 J.W. Webb, Inc.
©2007 J.W. Webb, Inc.
©2007 J.W. Webb, Inc.




                 role model
                 n.
A person who serves as an example
    of the val...
©2007 J.W. Webb, Inc.




 Role Model Exceptional
 Performance & Behavior
Demonstrate
commitment*
to the same
things that
...
©2007 J.W. Webb, Inc.
©2007 J.W. Webb, Inc.




The Step-by-Step
Process for an
 Exceptional
  Coaching
   Session
©2007 J.W. Webb, Inc.
©2007 J.W. Webb, Inc.
©2007 J.W. Webb, Inc.
©2007 J.W. Webb, Inc.




EXAMPLE: Coaching Action Plan
Goal: Consistently increased vocal participation & contribution
in...
©2007 J.W. Webb, Inc.
©2007 J.W. Webb, Inc.




Summation
©2007 J.W. Webb, Inc.



  What Are the DIFFERENTIATING
ATTRIBUTES of Exceptional Coaches?
1. They demonstrate commitment ...
©2007 J.W. Webb, Inc.




If it Ain’t Broke—
Fix it!
©2007 J.W. Webb, Inc.
©2007 J.W. Webb, Inc.
©2007 J.W. Webb, Inc.




Fin
©2007 J.W. Webb, Inc.
©2007 J.W. Webb, Inc.
The Keys To Exceptional Coaching
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The Keys To Exceptional Coaching

  1. 1. ©2007 J.W. Webb, Inc.
  2. 2. ©2007 J.W. Webb, Inc. Setting the Stage
  3. 3. ©2007 J.W. Webb, Inc. What Is Coaching?
  4. 4. ©2007 J.W. Webb, Inc. How important is 1:1 coaching to the success of your organizations?
  5. 5. ©2007 J.W. Webb, Inc. What happens when managers don’t make coaching a priority?
  6. 6. ©2007 J.W. Webb, Inc. Why do managers oen fail to take their coaching role seriously?
  7. 7. ©2007 J.W. Webb, Inc. What are some of the major connection points between today’s topic & the November topic: e 12 Keys to Exceptional FTF Communication?
  8. 8. ©2007 J.W. Webb, Inc.
  9. 9. ©2007 J.W. Webb, Inc.
  10. 10. ©2007 J.W. Webb, Inc. Concentrate on Your Players There have been many college basketball coaches who have compiled winning records. But UCLA coach John Wooden stands out as perhaps the best, because he made the development and growth of his players his first priority. While other coaches have stressed winning and sometimes burned out their players, Wooden concentrated on his players–and they brought home victory after victory
  11. 11. ©2007 J.W. Webb, Inc. What is Coaching? Coaching is a collaborative process through which managers aim to help employees develop capabilities and solve performance problems. The coach’s role takes many forms depending on the situation. The following is a list of many of the primary forms: Providing direction Collaborative progress reviews Providing feedback—both reinforcing Giving recognition and developmental Following-up Teaching or instructing Collaborating on deliverables Constructively critiquing work Providing a sounding board products Observing the coaching subject’s Establishing & ensuring consequences performance & behavior outside of 1:1 (positive & negative) sessions Collaborative goal-setting
  12. 12. ©2007 J.W. Webb, Inc. The Objectives of the Coaching Relationship To clarify and simplify issues and challenges To increase self-awareness To achieve new insight To develop strategies and identify actions for overcoming obstacles and meeting challenges To develop a vision of future success and structure a framework for achieving it To achieve accelerated and continuous growth and development
  13. 13. ©2007 J.W. Webb, Inc. An Inside-Out Approach to Coaching Self-exploration Synthesis of individual and organizational aspirations Alignment of aspirations and actions— with a bias toward action and implementation Attention to the details that separate extraordinary from ordinary Candid feedback
  14. 14. ©2007 J.W. Webb, Inc. What Are the Critical Success Factors for the Coaching Subject? IN ORDER TO GET THE MOST OF THE COACHING PROCESS, YOU MUST COMMIT TO: Focusing your energy on the most important issues specifically related to your defined goals for the coaching process Staying in your Circle of Influence, while being aware of the impact of external forces and issues that you have no control over Practice non-defensive openness and objectivity Say what you mean and do what you say you’ll do Be fully accountable for the results of your performance & behavior Be well prepared for sessions Be driven to grow and evolve!
  15. 15. ©2007 J.W. Webb, Inc. A manager’s job is to get results through people and other resources.
  16. 16. ©2007 J.W. Webb, Inc. THE 9 KEYS TO Exceptional Coaching
  17. 17. ©2007 J.W. Webb, Inc.
  18. 18. ©2007 J.W. Webb, Inc.
  19. 19. ©2007 J.W. Webb, Inc. Be Exceptionally Prepared Know your role and overarching objectives Know your process Know your tools
  20. 20. ©2007 J.W. Webb, Inc.
  21. 21. ©2007 J.W. Webb, Inc. Ask Many Questions Increase your depth of knowledge and understanding of the coaching subject Increase the coaching subject’s self-awareness Test hypotheses Discover new insight Observe critical behaviors
  22. 22. ©2007 J.W. Webb, Inc.
  23. 23. ©2007 J.W. Webb, Inc. Self-Questionnaire for Coaching Subjects e Answers to ese Eleven Questions Will Help Illuminate Your Development Path 1. In your own words, what is the core purpose of your role? 2. Who are your customers?  Please list the critical elements that you provide each customer or customer group. 3. How does your role directly support the mission and goals of the overall Site organization?  Please be specific. 4. What is your vision for your areas of responsibilities? Please include both quantitative and qualitative aspects of performance as well as behaviors. Articulate how these areas will look, behave and perform when your vision is realized. Please also indicate how many years out your vision reflects.
  24. 24. ©2007 J.W. Webb, Inc. Self-Questionnaire for Coaching Subjects (cont.) 5. What are your highest-priority goals for your areas of responsibilities over the next 12 months (your five to eight rank-ordered priorities)? Please be as specific as possible. 6. Which relationships are the most critical to the fulfillment of your goals? Please list in order of importance and provide the primary reasons behind your choices. 7. What are your three greatest professional strengths? Please list in order of importance.
  25. 25. ©2007 J.W. Webb, Inc. Self-Questionnaire for Coaching Subjects (cont.) 8. Based on your priority goals, what three improvement areas do you think are the most important for your professional development? Please be specific and list in order of importance. 9. What are the things in the professional realm that motivate and drive you more than anything else? Please be specific and list in order of importance. 10. What is the ideal professional vision for yourself in three years? Please be specific. 11. What are the three to five most important things that you want to gain from the coaching process? Please be specific and list in order of importance.
  26. 26. ©2007 J.W. Webb, Inc.
  27. 27. ©2007 J.W. Webb, Inc. Approach Performance Issues Diagnostically diagnose v. Determine or distinguish the nature of a problem through a diagnostic analysis.
  28. 28. ©2007 J.W. Webb, Inc. Diagnostic Rule #1 Behavior that is followed by a positive consequence will tend to repeat itself
  29. 29. ©2007 J.W. Webb, Inc. Diagnostic Rule #2 Behavior that is followed by a negative consequence will decrease in frequency
  30. 30. Why People Do What They Do ©2007 J.W. Webb, Inc. Being on Time to Attend Regular Staff Meetings + Consequences – Consequences - Have to wait for colleagues who Better choice of where to sit aren’t on time Chance to partake of catered - Become resentful that there snacks before they’ve been picked through aren’t negative consequences for failing to be on time Not rushed Why People Do What They Do NOT Being on Time to Attend Regular Staff Meetings + Consequences – Consequences - Punctual colleagues may become Can spend more time on other priorities resentful of you - Sometimes miss important Don’t spend time waiting for others to arrive at the meetings information
  31. 31. ©2007 J.W. Webb, Inc. Performance / Behavior Issue Diagnosis Tool (Page 1 of 3)
  32. 32. ©2007 J.W. Webb, Inc. Performance / Behavior Issue Diagnosis Tool (Page 2 of 3)
  33. 33. ©2007 J.W. Webb, Inc. Performance / Behavior Issue Diagnosis Tool (Page 3 of 3)
  34. 34. ©2007 J.W. Webb, Inc.
  35. 35. ©2007 J.W. Webb, Inc.
  36. 36. ©2007 J.W. Webb, Inc. Herzberg's Two Factor Theory Factors Affecting Job Attitudes Leading to Leading to Dissatisfaction Satisfaction (hygiene factors) (motivators) Company policy Achievement Supervision Recognition Relationship w/Boss Work itself Work conditions Responsibility Salary Advancement Relationship w/Peers Growth
  37. 37. ©2007 J.W. Webb, Inc. Maslow's Hierarchy of Needs Check “self- actualization” for color visibility when room checking
  38. 38. ©2007 J.W. Webb, Inc.
  39. 39. ©2007 J.W. Webb, Inc.
  40. 40. ©2007 J.W. Webb, Inc. Provide Frequent Targeted Feedback Make it specific—an accurate description of the behavior or performance Make it timely Corrective feedback: future-based positive specific action (PSA) It’s critical to positively reinforce and recognize Monitor your Praise to Criticism (PTC) Ratio Prepare the coaching subject emotionally to receive feedback that is likely to be difficult to hear Always be candid (ABC)
  41. 41. ©2007 J.W. Webb, Inc.
  42. 42. ©2007 J.W. Webb, Inc.
  43. 43. ©2007 J.W. Webb, Inc.
  44. 44. Forge a High-Trust Coaching Relationship Based on Mutual Commitment to Agreed Goals ©2007 J.W. Webb, Inc. The coaching subject must perceive that your coaching is in their interest The coaching subject must be personally motivated to grow & develop A mutual commitment to agreed goals binds the relationship
  45. 45. ©2007 J.W. Webb, Inc.
  46. 46. ©2007 J.W. Webb, Inc. James J. Braddock’s trainer coaches him to victory against great odds in the film Cinderella Man
  47. 47. ©2007 J.W. Webb, Inc.
  48. 48. ©2007 J.W. Webb, Inc. Document Coaching Session Outcomes & Agreements It’s about consistency and timeliness Critical input to the next session Organize in a folder / binder A valuable reference
  49. 49. ©2007 J.W. Webb, Inc.
  50. 50. ©2007 J.W. Webb, Inc.
  51. 51. ©2007 J.W. Webb, Inc. Follow-Up & Measure Progress Always finish what you started—follow-up on ALL agreements Establish clear-cut measures of success Seek quick wins Application is everything (avoid coaching in a vacuum) Don’t try to boil the ocean Review progress as agreed
  52. 52. ©2007 J.W. Webb, Inc.
  53. 53. ©2007 J.W. Webb, Inc.
  54. 54. ©2007 J.W. Webb, Inc. Drive Personal Accountability & Integrity Be constructively intolerant of variances to commitments Keep an eye on the DWYSYD meter Be clear and consistent about consequences Instill behavioral ownership
  55. 55. ©2007 J.W. Webb, Inc.
  56. 56. ©2007 J.W. Webb, Inc.
  57. 57. ©2007 J.W. Webb, Inc. role model n. A person who serves as an example of the values, attitudes, and behaviors associated with a role. The American Heritage New Dictionary of Cultural Literacy, Third Edition ©2005
  58. 58. ©2007 J.W. Webb, Inc. Role Model Exceptional Performance & Behavior Demonstrate commitment* to the same things that you espouse in your coaching *DWYSYD & WTT
  59. 59. ©2007 J.W. Webb, Inc.
  60. 60. ©2007 J.W. Webb, Inc. The Step-by-Step Process for an Exceptional Coaching Session
  61. 61. ©2007 J.W. Webb, Inc.
  62. 62. ©2007 J.W. Webb, Inc.
  63. 63. ©2007 J.W. Webb, Inc.
  64. 64. ©2007 J.W. Webb, Inc. EXAMPLE: Coaching Action Plan Goal: Consistently increased vocal participation & contribution in team meetings Date Plan Established: 12.14.2007 Deadline: By 02.15.2008 Action to Measures Review Be Taken of Success Volunteer to present Present at least one 01.03.2008 selected agenda agenda item over items in team the next three team meetings meetings Action No. 2 Action No. 3
  65. 65. ©2007 J.W. Webb, Inc.
  66. 66. ©2007 J.W. Webb, Inc. Summation
  67. 67. ©2007 J.W. Webb, Inc. What Are the DIFFERENTIATING ATTRIBUTES of Exceptional Coaches? 1. They demonstrate commitment to the continuous growth & development of their people 2. They are active listeners 3. They approach performance issues diagnostically 4. They provide lots of targeted feedback (both reinforcing and developmental) 5. Their people are fully accountable for their behavior and results 6. Their people perform better than their previous best 7. Their teams achieve exceptional results in terms of both quality and efficiency 8. Their teams have a strong culture of continuous improvement 9. They achieve excellent retention 10. They demonstrate commitment to the same things that they espouse
  68. 68. ©2007 J.W. Webb, Inc. If it Ain’t Broke— Fix it!
  69. 69. ©2007 J.W. Webb, Inc.
  70. 70. ©2007 J.W. Webb, Inc.
  71. 71. ©2007 J.W. Webb, Inc. Fin
  72. 72. ©2007 J.W. Webb, Inc.
  73. 73. ©2007 J.W. Webb, Inc.

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