The Keys To Exceptional Coaching

©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

©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

©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

©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

©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!

©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

©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.

©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.

©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.

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

©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

©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)

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

©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

©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

©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

©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

©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

The Keys To Exceptional Coaching

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