Coaching For Optimal Performance

Coaching for Optimal Performance

Contents
Characteristics of Good Coach
Elements of Good Coaching Session
Communication Skills for Effective Coaching
Five Steps of Coaching for Optimal Performance
Coaching Strategies for Different Behavioral Style

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Benefits of Good Coaching Improve employee performance Help develop employee’s competence Help diagnose performance problems Help correct unsatisfactory performance Foster productive working relationship

Characteristics of Good Coach Positive Goal Oriented Supportive Focused Observant

Positive
Your job is not correcting mistakes, finding fault, and assessing blame
Instead, your function is achieving productivity goals by coaching your staff to peak performance

Supportive
Your job as coach is to get workers what they need to do their job well, including tools, time, instruction, answers to questions, and protection from outside interference

Goal Oriented
Base your assignments on clear, definable goals
Tie specific tasks to those goals
Communicate those goals to the people who actually have to do the work

Focused
Effective communication is specific and focused
You are far more likely to get action if that employee leaves your office focused on resolving the issue at hand

Observant
Being observant means more than just keeping your eyes and ears open
You need to be aware of what isn’t said as well as what is. If you are paying attention, you won’t have to wait for somebody to tell you about a problem

Boss vs. Coach Boss
Talks a lot
Tells
Presume
Seeks control
Orders
Works on
Assign blame
Keeps distant
Listens a lot
Asks
Explores
Seeks commitment
Challenges
Work with
Takes responsibility
Makes contact
Coach

Elements of Good Coaching Session

Elements of Good Coaching Session Establish a purpose Establish ground rules Keep focused Develop dialogue Speak clearly Discuss one specific issue

Elements of Good Coaching Session Establish a purpose
Having a clear purpose at the beginning of coaching session will enable you to conduct focused and productive discussion

Elements of Good Coaching Session Establish ground rules
As with any meeting, you and the employee need to have a common understanding of certain factors
The most important are time and roles

Elements of Good Coaching Session Keep focused
A few guidelines to keep focused :
Avoid making “noise” – anything that distracts from the atmosphere
Don’t look at your desktop or PDA
Don’t touch your papers
Don’t answer the telephone

Elements of Good Coaching Session Develop dialogue
A Don’t launch into a monolog
If you’re coaching effectively, your employee should probably do most of the talking

Elements of Good Coaching Session Speak clearly
These tips will help you communicate more effectively:
Use the simplest, most common terms
Avoid the jargon
Be specific
Use the known to explain the unknown

Elements of Good Coaching Session Discuss one specific issue
Define the issue and limit the discussion to something manageable
You’ll get other chances to discuss other concerns – but only if you resolve this specific concern right now

Communication Skills for Effective Coaching

Seven Communication Principles for Coaching
Soften the ‘you’s or change the into “I” to avoid sounding pushy
Instead of : ‘You’ll have to….’, say ‘Could you….’ Or ‘Would you be able to….’
Focus on the solution , not the problem
Instead of ‘We’re out of mild….’, say ‘We will pop down the shop for some milk’.

3. Turn can’ts into cans
Instead of ‘We can’t do that until next week’, say ‘We’ll be able to do that next week’.
Take responsibility – don’t lay blame
Instead if ‘It’s not my fault’, say ‘Here’s what I can do to fox that’.

Say what do you want , not what you don’t want
Instead of ‘Don’t drive too fast’, say ‘Drive carefully’
Focus on the future , not the past
Instead of “I’ve told you before not to……, say ‘From now on…….”
Share information rather than argue or accuse
Instead of ‘No, you’re wrong’, say ‘I see it like this….’

Gather Good Information with your EARs E – explore by asking questions A – affirm to show you’re listening R – reflect your understanding S – silence, listen some more

To listen more effectively….. Attend physically – the right body language helps us to focus on the speaker and encourages the speaker to give us more information. Attend mentally – follow the speaker’s flow of thought, listen to understand, not evaluate; listen first, then assess Check it verbally – paraphrase, clarify, probe further, summarize your understanding

Good Habits of Effective Listeners
Looking at the speaker in order to observe body language and pick up subtle nuances of speech
Asking questions
Giving speakers time to articulate their thoughts
Letting people finish what they are saying before giving their opinion
Remaining poised, calm, and emotionally controlled
Looking alert and interested
Responding with nods and ‘uh-uhms’

Asking Questions in Coaching Session An effective question is brief An effective question is focused An effective question is relevant An effective question is constructive

Asking Questions in Coaching Session An effective question is BRIEF
The longer the question, the more likely you are to louse it up
Short sentences aren’t just easier to understand, they are also easier to say.
To keep you question brief, think about two things : 1) what do you want to learn from then answer? 2) what words will best elicit this information?

Asking Questions in Coaching Session An effective question is FOCUSED
Target a single and a particular aspect of that subject per question
If you don’t, you may render any answer meaningless

Asking Questions in Coaching Session An effective question is RELEVANT
Keep you questions on subject and on target
If an answer strays off the point, tactfully refocus

Asking Questions in Coaching Session An effective question is CONSTRUCTIVE
You need to accentuate the positive in you approach to questioning, not because it make you seem nicer, but because your questions will be more effective

Exploring Questions Open Questions Open questions yield lots of information because they allow a person to explain what is most important or interesting and encourage elaboration. Probing Questions Probing questions are those that relate to the topic we want to explore further. They encourage the speaker to flesh out the details.

Closed vs. Open Questions When did that happen? What led up to that? Was your trip successful? What did you manage to accomplish on your trip? Did you like the candidate? In what ways do you think that candidate meets our need? Did you have a good meeting? What happened at the meeting?

Some Probing Questions
Can you be more specifics?
Can you give me an example of that?
What happened then?
For instance?
How does this affect you?
What might cause that, do you think?
Can you fill me in on the details?

Five Steps for Effective Coaching

Five Steps of Coaching Describe performance issue a professional manner Discuss the causes of the problem Identify and write down possible solutions Develop specific action plan Conduct follow up session

Describe Performance Issue Describe performance issue a professional manner
As you describe the problem, be specific. Point out the acceptable levels (quantity or quality) of performance and show the employee exactly where his/her output doesn't meet those levels
Refer to any available data that will help you indicate to the employee that there is a problem
It's important to open this discussion in a positive, non-threatening way

Discuss the causes of the problem
Remain relaxed and friendly
Gather all the information you can about the problem by asking open-ended questions (general questions beginning with words like "How," "What," "Who," and "When")
These questions will bring you closer to the source of the problem
Discuss the Causes of the Problem

Discuss the causes of the problem
You may find it appropriate to ask some specific questions designed to clarify and pinpoint causes
This is a good time to listen and respond with empathy, since the employee may express concern or frustration over factors which he/she feels cannot be controlled
Discuss the Causes of the Problem

Diagnosing Performance Problem Role Expectations Ability (skills and knowledge) Job Design Work Environment Personal/Motivational Problem Most performance problems are due to one (or more) of five factors :

Diagnosing Performance Problem Role Expectations Ability (skills and knowledge)
Does the employee know what is expected? Does s/he even know there is a problem?
Does the employee have the requisite skills, abilities and aptitudes to perform the job? Has s/he received training to do the job?

Diagnosing Performance Problem Job Design Work Environment
Does the employee have the necessary tools and resources to perform the job? Does the system support good performance?
Is good performance rewarded ... or punished? Is poor performance rewarded? Is the employee being treated fairly? Do working conditions support good performance?

Diagnosing Performance Problem Personal/ Motivational Problem
Does an issue or a problem exist in the employee's personal life that may contribute to poor performance? Is the employee's attitude or morale preventing the employee from successfully applying his/her skills and abilities?

Identify possible solutions
After you have identified the likely causes of the performance problem, you will want to decide how to correct it
The employee is closest to the problem - so ask for his/her ideas and write them down
This not only enhances the employee's self-esteem, but it provides a written record of possible solutions
The employee will be more committed to solving the problem if he/she has had a say in the solution
Identify Possible Solutions

Conduct follow up session
Setting a date to meet again sends a message to the employee that solving the performance problem is important to you
It also tells the employee that you want to know how well he/she is handling the actions agreed upon
A follow-up meeting enables you and the employee to get together to discuss any progress or problems and plan further action
Conduct Follow Up Session

Coaching Strategies for Different Behavioral Style

Four Styles of Behavior Dominance Influencing Steadiness Compliance

Dominance
They like to control their environment by overcoming opposition to accomplish their desired results
They are direct, forceful, impatient, and can be extremely demanding
They enjoy being in charge and getting things done
When they are negatively motivated, they can be defiant
They don’t like being told what to do
They are reluctant with tasks that involve dealing with lots of detail
They would quickly become bored with a routine task

Influencing
They like to shape the environment by influencing or persuading others to see things their way
They dislike for handling complex details or working as lone rangers
They prefer to deal with people rather than things
They enjoy making a favorable impression, a good motivational environment, and viewing people and environment optimistically
They will chat with you about anything on their minds
They motivate their people and love to generate enthusiasm
When negatively motivated, they can be indiscriminately impulsive

Steadiness
They like to cooperate with others to carry out a task
They are team player and prefer dealing with things, one thing at a time
They are patient, reliable, loyal and resistant to sudden changes in their environment
They appreciate an orderly step-by-step approach
They tend to perform in a consistent, predictable manner and prefer a stable, harmonious work environment
When they get demotivated they can become stubborn or stern, moods usually expressed in the form of passive resistance

Compliance
They are cautious and demands quality and accuracy
They appreciate opportunities for thorough, careful planning
They are critical thinkers who are sticklers for detail
They prefer to spend time analyzing a situation and like the steadiness, are slow to accept sudden changes
They like following procedures and standards – preferably their own
They respond favorably to logical, well-thought-out, planned options
When they are negatively motivated, they become cynical or overly critical

Coaching Strategies for Dominance Dominance
Be clear, direct, and to the point when you interact and communicate with them
Avoid being too personal or talking too much about non work items
Let them know what you expect from them. If you must direct them, provide choices that give them the opportunity to make decisions
Accept their need for variety and change. When possible, provide new challenges, as well as opportunities to direct the efforts of others

Coaching Strategies for Influencing Influencing
Ask about things going on in their lives outside of work
Let them share with you their goals at work and elsewhere
Tie your objectives to their dreams and goals
Create democratic atmosphere and interaction with them

Coaching Strategies for Steadiness Steadiness
Provide specific direction and offer assurances when necessary
When implementing change, be sure to lay out a systematic, step-by-step procedure and draw out their concerns and worries about the situation. They need to feel secure
Assure them that you’ve thought things through before initiating changes. Give them a plan to deal with problem when they occur

Coaching Strategies for Compliance Compliance
Opportunities to demonstrate their expertise
Plenty of details
Enough time to prepare for meetings properly – especially if they have an item on the agenda to present
Situations where their systematic approach will contribute to long term success

Recommended Further Readings
Marshal J. Cook, Effective Coaching , McGraw Hill
Jack Cullen and Len D’Innocenzo, Coaching to Maximize Performance , Velocity Business Publishing

End of Material

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Coaching For Optimal Performance

by Yodhia Antariksa on May 19, 2007

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