Coaching performance coaching_collaborating

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  • 1. Performance Coaching: Collaborating
  • 2. Role of Collaborator
  • 3. Role of Collaborator • Assertion skills
  • 4. Assertion Skills Use verbal and nonverbal assertion skills to maintain respect, satisfy your needs and defend your rights.
  • 5. Role of Collaborator • Assertion skills • Collaborative problem-solving skills
  • 6. Collaborative Problem-Solving Skills Use collaborative problem-solving skills to help resolve conflicts and problems between you, your employees and your organization.
  • 7. Performance Killers
  • 8. Performance Killers Performance killers are comments that can negatively impact or shut down employee performance if used at the wrong time or in the wrong way.
  • 9. Performance Killers • Judging
  • 10. Judging • Criticizing
  • 11. Judging • Criticizing • Labeling
  • 12. Judging • Criticizing • Labeling • Praising
  • 13. Judging It’s difficult to build and maintain rapport with your employees, since judging puts you in a superior position.
  • 14. Criticizing • Includes making negative comments regarding employees’ performance, attitudes or decisions
  • 15. Labeling • Places employees into categories
  • 16. Labeling • Places employees into categories • Contains negative overtones or has an attached stigma
  • 17. Praising • Can be misconstrued as insincere or manipulative
  • 18. Praising • Can be misconstrued as insincere or manipulative • Be sure there is due cause to praise your employees
  • 19. Performance Killers • Judging • Providing Solutions
  • 20. Providing Solutions • Includes the way you communicate potential solutions to your employees
  • 21. Providing Solutions • Includes the way you communicate potential solutions to your employees • Can be perceived negatively, if done incorrectly
  • 22. Providing Solutions • Advising
  • 23. Providing Solutions • Advising • Ordering
  • 24. Providing Solutions • Advising • Ordering • Moralizing
  • 25. Providing Solutions • Advising • Ordering • Moralizing • Questioning
  • 26. Providing Solutions • Advising • Ordering • Moralizing • Questioning • Threatening
  • 27. Advising Don’t give your employees a solution to their problem that interferes with their own ability to resolve the problem.
  • 28. Ordering Don’t give solutions coercively and then back them up forcefully.
  • 29. Moralizing Don’t tell employees what they should or shouldn’t do.
  • 30. Questioning Don’t consider your employee’s judgment to be always suspect or his/her decisions not up to par.
  • 31. Threatening Don’t control your employees’ actions by warning them of negative consequences that you instigate.
  • 32. Performance Killers • Judging • Providing Solutions • Avoiding
  • 33. Avoiding • Diverting
  • 34. Avoiding • Diverting • Logical Argument
  • 35. Avoiding • Diverting • Logical Argument • Reassuring
  • 36. Diverting Don’t switch topics and avoid addressing your employees’ interests.
  • 37. Logical Argument Don’t use logic to avoid addressing your employees’ feelings and emotions.
  • 38. Reassuring Reassuring can be perceived as emotional withdrawal or avoiding involvement.
  • 39. Assertion Skills
  • 40. Assertion Skills • Aggressive behavior
  • 41. Assertion Skills • Aggressive behavior • Submissive behavior
  • 42. Assertion Skills • Aggressive behavior • Submissive behavior • Assertive behavior
  • 43. Assertion Skills Find a good balance between getting work done and getting along with your employees.
  • 44. Aggressive Behavior • Abusive, rude and sarcastic ways of getting things done
  • 45. Aggressive Behavior • Abusive, rude and sarcastic ways of getting things done • Berating employees for poor performance
  • 46. Aggressive Behavior • Abusive, rude and sarcastic ways of getting things done • Berating employees for poor performance • Insisting on having the final word during conversations
  • 47. Aggressive Behavior • Abusive, rude and sarcastic ways of getting things done • Berating employees for poor performance • Insisting on having the final word during conversations • Being over-dominating
  • 48. Submissive Behavior • Allowing employees to dictate the level and quality of their own performance
  • 49. Submissive Behavior • Allowing employees to dictate the level and quality of their own performance • Not admitting true feelings or emotions
  • 50. Submissive Behavior • Allowing employees to dictate the level and quality of their own performance • Not admitting true feelings or emotions • Not stating expectations directly
  • 51. Submissive Behavior • Allowing employees to dictate the level and quality of their own performance • Not admitting true feelings or emotions • Not stating expectations directly • Using hesitating speech, shoulder shrugging and a very soft voice
  • 52. Assertive Behavior • Maintaining self-respect, happiness and satisfaction without dominating employees
  • 53. Assertive Behavior • Maintaining self-respect, happiness and satisfaction without dominating employees • Standing up for own rights
  • 54. Assertive Behavior • Maintaining self-respect, happiness and satisfaction without dominating employees • Standing up for own rights • Expressing expectations and needs in a direct and appropriate way
  • 55. Assertive Behavior • Maintaining self-respect, happiness and satisfaction without dominating employees • Standing up for own rights • Expressing expectations and needs in a direct and appropriate way • Not violating employees’ needs
  • 56. Assertive Behavior • Maintaining self-respect, happiness and satisfaction without dominating employees • Standing up for own rights • Expressing expectations and needs in a direct and appropriate way • Not violating employees’ needs • Confirming own and employees’ worth and dignity
  • 57. Assertive Management
  • 58. Assertive Management Assertive management is a nonjudgmental description of employees’ performance behaviors that need to be changed.
  • 59. Nonjudgmental Description • Be specific and brief, so employees know exactly what you mean
  • 60. Nonjudgmental Description • Be specific and brief, so employees know exactly what you mean • Don’t draw inferences about employees’ motives; focus on behavior
  • 61. Nonjudgmental Description • Be specific and brief, so employees know exactly what you mean • Don’t draw inferences about employees’ motives; focus on behavior • Make the description an objective statement instead of a judgment
  • 62. Assertive Management • Nonjudgmental description of employees’ performance behaviors that need to be changed • Disclosure of your own feelings
  • 63. Disclosure of Feelings • Genuinely disclose your feelings regarding your employees’ behavior
  • 64. Disclosure of Feelings • Genuinely disclose your feelings regarding your employees’ behavior • Use messages that begin with “I”
  • 65. Assertive Management • Nonjudgmental description of employees’ performance behaviors that need to be changed • Disclosure of your own feelings • Clarification of the effects of your employees’ behavior
  • 66. Clarification Discuss things that directly impact you as a result of your employees’ behavior, such as money, time, quality and teamwork.
  • 67. Putting the Assertive Message Together Use assertive messages to enhance your employees’ understanding of your feelings and concerns, and the effect of their behavior.
  • 68. Collaborative Problem Solving
  • 69. Collaborative Problem Solving • Problem identification
  • 70. Collaborative Problem Solving • Problem identification • Solution identification
  • 71. Collaborative Problem Solving • Problem identification • Solution identification • Solution analysis
  • 72. Collaborative Problem Solving • Problem identification • Solution identification • Solution analysis • Solution selection
  • 73. Collaborative Problem Solving • Problem identification • Solution identification • Solution analysis • Solution selection • Solution implementation
  • 74. Collaborative Problem Solving • Problem identification • Solution identification • Solution analysis • Solution selection • Solution implementation • Solution evaluation
  • 75. Collaborative Problem Solving • Problem identification • Solution identification • Solution analysis • Solution selection • Solution implementation • Solution evaluation • Follow-up
  • 76. Problem Identification • Identify the expectations of your organization and compare them to actual performance
  • 77. Problem Identification • Identify the expectations of your organization and compare them to actual performance • Determine if there is a difference between desired and actual performance
  • 78. Solution Identification • Brainstorm with others to generate ideas for a possible solution
  • 79. Solution Identification • Brainstorm with others to generate ideas for a possible solution • Come up with as many potential solutions without evaluating or examining the ideas
  • 80. Solution Analysis • Analyze potential solutions with your employees
  • 81. Solution Analysis • Analyze potential solutions with your employees • Set up criteria that will serve as a standard by which you decide on each idea
  • 82. Solution Selection • Test solutions to determine their practicality and ease of application
  • 83. Solution Selection • Test solutions to determine their practicality and ease of application • Identify the cost and potential results of each solution
  • 84. Solution Selection • Test solutions to determine their practicality and ease of application • Identify the cost and potential results of each solution • Identify possible barriers that might prevent you from applying a solution
  • 85. Solution Selection • Test solutions to determine their practicality and ease of application • Identify the cost and potential results of each solution • Identify possible barriers that might prevent you from applying a solution • Identify actions to overcome such barriers
  • 86. Solution Implementation • Test possible solutions to determine their results
  • 87. Solution Implementation • Test possible solutions to determine their results • Choose a group of employees with whom the solution has an opportunity for the highest degree of success
  • 88. Solution Implementation • Test possible solutions to determine their results • Choose a group of employees with whom the solution has an opportunity for the highest degree of success • Implement solutions slowly and deliberately
  • 89. Solution Implementation • Test possible solutions to determine their results • Choose a group of employees with whom the solution has an opportunity for the highest degree of success • Implement solutions slowly and deliberately • Implement the solution in different parts of the company before introducing to the whole organization
  • 90. Solution Evaluation • Gather and compare results once you’ve applied the solution
  • 91. Solution Evaluation • Gather and compare results once you’ve applied the solution • Document the outcome of every solution tried for future problem-solving efforts
  • 92. Follow-Up • Use one-on-one interviews, focus groups, informal discussions, reports and records to gather information about your solutions
  • 93. Follow-Up • Use one-on-one interviews, focus groups, informal discussions, reports and records to gather information about your solutions • Let employees participate in the information gathering
  • 94. Follow-Up • Use one-on-one interviews, focus groups, informal discussions, reports and records to gather information about your solutions • Let employees participate in the information gathering • Analyze findings and report them to employees and senior management
  • 95. Performance Coaching: Collaborating