Coaching And Confrontation #2

  • 1,066 views
Uploaded on

 

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
1,066
On Slideshare
0
From Embeds
0
Number of Embeds
0

Actions

Shares
Downloads
51
Comments
0
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. EFFECTIVE SITUATIONAL COACHING & CONFRONTATION - PART II
  • 2. AGENDA
    • REVIEW OF LAST WEEKS ASSIGNMENT
    • PURPOSE OF THE WORKSHOP
    • WHAT IS COACHING
    • THE 4 STYLES OF MANAGEMENT
    • ASSIGNMENT
  • 3. CHANGE MANAGEMENT LAST WEEKS ASSIGNMENT
    • Did you identify any processes that could be changed?
  • 4. PURPOSE
    • To Develop A Common Understanding Of The Value Of Constructive Coaching And The Principles That Make Effective Changes To The Behaviors Of Your Employees
  • 5.
    • Most “Barriers” That Can Be Solved By Managers Are Behavioral.
    • One Of The Best Ways To Solve Behaviors Is To Coach & Confront The Behavior That Needs Improvement.
  • 6. Quick Note
    • Coaching and Confrontation is situational. A Leader must effectively assess the situation and adapt their approach where appropriate.
  • 7. WHAT IS COACHING?
  • 8. Proactive in nature – the focus is to make sure the employee understands the expectations and has the attitudes and skills necessary to meet those expectations. COACHING IS…………
  • 9. Let’s Get Into Some Details on Coaching………..
    • Coaching and development are one of the fundamental ways to improve productivity. The process involves the manager / group leader communicating clear expectations to each employee in terms of activities completed per day and quality of work, then following-up to identify the variance between the expectations and actual performance. If the cause of the variance is related to the skill level, attitude or motivation of the employee, then the corrective action can be coaching and development.
  • 10. Let’s Get Into Some Details on Coaching………..
    • Coaching and development is the method to provide continuous feedback to each employee regarding performance. The manager must exercise the appropriate level of involvement and follow-up with employees to accurately determine what type of coaching or development is needed. The manager should have daily interaction with employees focusing on those not performing to expectations. Managers should always lead by example or role model their actions for all employees to follow.
  • 11. DIFFERENT MANAGEMENT STYLES......
    • ENCOURAGING
    • COACHING
    • STRUCTURING
    • DELEGATING
  • 12. DIFFERENT MANAGEMENT STYLES......
    • ENCOURAGING
        • The primary concern of a manager using the encouraging style is to ensure that people are growing in confidence and ability to perform a specific task with excellence.
  • 13. DIFFERENT MANAGEMENT STYLES......ENCOURAGING
    • This style is most appropriate when leading and or influencing people who are:
      • Skilled and experienced in doing an assignment, request or task.
      • Motivated to take responsibility for the activity, but who lack the experience or confidence to work totally alone.
      • Performing at or above standard.
    • This style is least appropriate when leading and or influencing people who:
      • Are not performing up to standard or expectations
      • Lack sufficient knowledge or experience to perform satisfactorily without direction or coaching
      • Do not show initiative or motivation for a task.
      • Do not take responsibility for a specific activity
  • 14. DIFFERENT MANAGEMENT STYLES......
    • COACHING
      • Managers who use this style generally believe that hard work and learning are necessary to realize a person’s potential. Coaching requires energy and commitment that is focused as much on the individual’s development as it is on accomplishing the task.
  • 15. DIFFERENT MANAGEMENT STYLES......COACHING
    • This style is most appropriate when leading and / or influencing people who:
      • Bring to the task some degree of skill and experience
      • Respect you, your knowledge, and position
      • Want to share responsibility and be closely involved with you
      • Need skill training and are motivated to acquire it
      • Are not yet able to operate at the standard
    • The coaching style is least appropriate when leading and / or influencing people who:
      • Are very skilled and experienced in doing the task or request
      • Are performing well above standard
      • Do not need or want your hands on involvement to do the assignment
      • Have very little confidence or motivation to do what is requested
  • 16. DIFFERENT MANAGEMENT STYLES......
    • STRUCTURING
        • Using a structuring style means that the manager decides how a task can best be accomplished, and then tells the person what is expected and how to achieve it. A demonstration is often part of this approach, since setting an example can be an effective way to exert influence. Instructing, coupled with close follow up, is also characteristic of this style. Structuring behaviors do not have to be cold, unfriendly, or demanding. This style should communicate a sincere wish to help the other person succeed.
  • 17. DIFFERENT MANAGEMENT STYLES......STRUCTURING
    • This style is most appropriate when leading and / or influencing people who:
      • Are new or have little experience doing what you request
      • Lack the motivation or willingness to do what you ask
      • Feel insecure and lack self-confidence in the assignment or task
      • Are performing well below standard for this particular activity
    • The structuring style is least appropriate when leading and / or influencing people who are:
      • Skilled and experienced in doing what you request
      • Motivated and confident in their ability to do what you ask
      • Performing at or above standard for this particular activity
  • 18. DIFFERENT MANAGEMENT STYLES......
    • DELEGATING
        • With this approach a manager assigns tasks or makes a request, and then allows individuals to work on their own. Occasional monitoring helps the manager stay informed and ensures that people have the necessary resources. The delegating style requires the manager to be willing to allow others to set their own pace for accomplishing the assignment. The manager, primarily ensures that interference of disruptions beyond the subordinate’s control do not occur.
        • The delegating style is the least interactive of the supervisory styles, conveying the attitude that this person can get the job done without active direction or follow-up. There may be little day to day interactions, and those that occur tend to be on a factual, straightforward level. The manager acknowledges the expertise of individuals by consulting with them on relevant problems, and by including them, when appropriate, in planning and decision making.
  • 19. DIFFERENT MANAGEMENT STYLES......DELEGATING
    • This style is most appropriate when leading and / or influencing people who:
      • Have the knowledge, skill, or experience to do an assignment or fulfill a request in an outstanding fashion
      • Are confident and highly motivated to do the activity
      • Take pride in excelling and performing well above standard in this particular area
      • Initiate action and accept responsibility for getting the task completed
    • The delegating style is least appropriate when leading and / or influencing people who:
      • Are new, inexperienced, or unskilled in a particular task
      • Are unwilling to take responsibility for the assignment or activity
      • Do not feel comfortable or confident in doing the task
      • Are not performing the assignment above standard
  • 20. WHAT STYLE IS THE MOST APPROPRIATE? WHY?
  • 21. ENCOURAGING STYLE DELEGATING STYLE STRUCTURING STYLE COACHING STYLE
  • 22. EXERCISE
    • Take 5 min and note which style is most appropriate for each of your direct reports.
    • Discussion.
  • 23. Let’s Get Into Some Details on Coaching………..
    • HOW DO YOU CURRENTLY COACH YOUR ANALYSTS, TECHNICIANS, OR ADMINISTRATORS?
    • WHAT TOOLS ARE AVAILABLE IN WHICH TO DO SO?
        • KEY PERFORMANCE INDICATORS
        • DAILY SCHEDULE CONTROLS
  • 24. Let’s Get Into Some Details on Coaching………..
    • SIDE BY SIDE COACHING
    • OBSERVATIONS
    • GROUP TRAINING
    • SKILLS FLEX
    • ACTION PLANS
    • SKILLS SHARING
    • TEAM MEETINGS
    • DATA & RESULTS TO THE GOALS
          • SCORECARDS
          • DAILY SCHEDULE CONTROLS
  • 25. WHAT ARE SOME METHODS OR TECHNIQUES IN WHICH WE CAN COACH USING THE TOOLS THAT ARE CURRENTLY AVAILABLE?
  • 26. TECHNIQUES
    • FOCUS ON GREATEST IMPROVEMENTS GAINED FROM YOUR LOWER PERFORMERS (20/70/10)
    • RECOGNIZE GOOD PERFORMANCE – “SET THE BAR”
    • ESTABLISH ACTION PLANS FOR EACH PERSON ON YOUR TEAM WITH SPECIFIC DETAILS ON WHAT NEEDS TO HAPPEN TO HELP THEM IMPROVE
    • GAIN AGREEMENT WITH THE TEAM MEMBER ON WHAT NEEDS IMPROVEMENT
    • REVIEW PROGRESS WEEKLY FOR EACH TEAM MEMBER
    • ALWAYS RECOGNIZE “WHAT WENT WELL” AND “WHAT CAN BE DONE BETTER”
    • FOLLOW UP ON YOUR OWN COACHING – ARE YOU TEACHING FOR THE SAKE OF TEACHING OR, DO YOU SEE A CHANGE WHEN YOU WALK AWAY?
    • KNOW WHAT YOU WANT TO COACH BEFORE YOU COACH IT
    • HAVE A PLAN
    • SELF – EVALUATE &/OR PROACTIVELY ASK FOR FEEDBACK ON YOUR OWN STYLE OF COMMUNICATION WITH YOUR EMPLOYEES
    • SHARE YOUR DEVELOPMENT PLAN WITH YOUR EMPLOYEES
  • 27. COACHING VS. CONFRONTATION NOW, HOW IS CONFRONTATION DIFFERENT FROM COACHING?
  • 28.
    • It Is Our Responsibility as Group Leaders & Managers to Coach And Confront Problems & Concerns. Spend some time Coaching for a specific result and come prepared to discuss at next weeks Workshop.
    ASSIGNMENT