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Coaching Conundrum
 

Coaching Conundrum

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    Coaching Conundrum Coaching Conundrum Presentation Transcript

    • The Coaching Conundrum Danielle Henderson Regional Director danielleh@bwinc.com 312.755.0129 25 February 2009
    • THE COACHING CONUNDRUM Who We Are A global training and consulting firm dedicated to creating sustainable high-performance organizations Founded in 1973 by Buck Blessing and Tod White © 2009 BlessingWhite, Inc. All Rights Reserved / 2
    • THE COACHING CONUNDRUM What We Do © 2009 BlessingWhite, Inc. All Rights Reserved / 3
    • The Coaching Conundrum… © 2009 BlessingWhite, Inc. All Rights Reserved / 4
    • THE COACHING CONUNDRUM Agenda • What is “coaching”? • Is coaching a way of life at your organization? • What did we learn in our research? • How do you build a coaching culture? • What have organizations done to solve the conundrum? © 2009 BlessingWhite, Inc. All Rights Reserved / 5
    • What do we mean when we say… … “Coaching”? © 2009 BlessingWhite, Inc. All Rights Reserved / 6
    • THE COACHING CONUNDRUM A Coach Is… “A vehicle to transport very important people from where they are to where they want to be…” …and to where you need them to be. © 2009 BlessingWhite, Inc. All Rights Reserved / 7
    • THE COACHING CONUNDRUM Coaching Is… …helping another person • achieve his or her goals • build skill sets or expertise • produce the results the organization needs. Coaching is not telling someone what to do. It is not stepping in to actually do the work. Coaching is also not restricted to formal or scheduled discussions. © 2009 BlessingWhite, Inc. All Rights Reserved / 8
    • Is coaching… …a way of life? © 2009 BlessingWhite, Inc. All Rights Reserved / 9
    • THE COACHING CONUNDRUM A Reality Check • Complete 15 questions. • Score yourself. – Count the number of 4s and 5s e2 009 © hit – Don’t add them! ss ingW rved Ble R ese • Share your findings hts Al l Rig with a small group. © 2009 BlessingWhite, Inc. All Rights Reserved / 10
    • Our research… © 2009 BlessingWhite, Inc. All Rights Reserved / 11
    • THE COACHING CONUNDRUM About Our Study • 3rd study in the series • Global online survey – 2,041 respondents – 70% North America, 14% Europe, 8% Asia, 6% Australia/New Zealand – 50% hold the title of supervisor or above • 60 interviews with HR and line leaders • Coaching profile analysis – Assessments for 8,100+ managers Download a copy for free from http://www.blessingwhite.com/research © 2009 BlessingWhite, Inc. All Rights Reserved / 12
    • co·nun·drum kə-‘nəndrəm noun. A confusing and difficult problem or question. A question asked for amusement, typically one with a pun in its answer; a riddle. The Oxford Pocket Dictionary of Current English, 2008 © 2009 BlessingWhite, Inc. All Rights Reserved / 13
    • THE COACHING CONUNDRUM High Expectations, Low Accountability % who agree or strongly agree I am expected to coach and develop my team 84% There is an established organizational belief that 67% coaching by managers leads to greater business results A portion of my compensation is tied to my coaching 24% activities © 2009 BlessingWhite, Inc. All Rights Reserved / 14
    • THE COACHING CONUNDRUM The Believers (Managers) • 84% of managers agreed or strongly agreed that they love to coach. • 88% of managers overall believe that the time spent coaching team members pays off by helping them achieve their goals. © 2009 BlessingWhite, Inc. All Rights Reserved / 15
    • THE COACHING CONUNDRUM True Believers (Managers) • “If I do nothing else with my staff during the week, we always have a scheduled one on one. It is a time where I have the opportunity to coach and it pays more dividends then any other activity I do.” • “If you coach your team members they are more efficient and effective. It’s a more cost-effective way of working in the long run. On a personal level, you also get to see your team develop and blossom.” • “It is fun and one of my favorite parts of the job. It’s also important. It makes the difference between a good team and a great team.” © 2009 BlessingWhite, Inc. All Rights Reserved / 16
    • THE COACHING CONUNDRUM Employees: “I like to be coached AND…” 100% 90% “The coaching I receive from my manager has significantly improved my…” 80% 87% agree 70% or strongly % Agree or Strongly Agree agree with 60% statement “I like to 50% be coached” 40% 69% 68% 73% 74% 71% 73% 70% 67% 64% 63% 65% 30% 60% 20% 10% 0% Asia Australia/New Continental North America UK/Ireland Total Zealand Europe Job performance Job satisfaction © 2009 BlessingWhite, Inc. All Rights Reserved / 17
    • THE COACHING CONUNDRUM 1 in 2 Employees 48% Receive Coaching 52% Are NOT coached Are coached © 2009 BlessingWhite, Inc. All Rights Reserved / 18
    • THE COACHING CONUNDRUM Mismatched Perceptions Employees… Managers… • Want to be stretched. • Worry about having all the answers. And • Want help coming up with their own answers. © 2009 BlessingWhite, Inc. All Rights Reserved / 19
    • THE COACHING CONUNDRUM Many Managers Can’t Find the Time • Survey says…“It takes too long.” (32%) • Leaders say: – “There’s no time to coach. I know I should develop my people. I’m too busy with other tasks.” – “Most companies now expect their people to be working managers who tend to do ‘work’ more and ‘manage’ less.” – “In a rapid-paced environment like ours, today’s deliverables get attention and tomorrow’s requirements take a back seat.” – “My goal is to help my team of highly expert scientists become more like business partners. But it has been hard to create the time to coach to this issue. We are so activity-driven. The culture rewards completion of tasks.” © 2009 BlessingWhite, Inc. All Rights Reserved / 20
    • THE COACHING CONUNDRUM Relationships Rule Organizations… Employees and managers… • Invest in models, skills, • Rate behaviors that create and processes/procedures supportive, encouraging, and that structure planning and trusting relationships as interactions. most important. © 2009 BlessingWhite, Inc. All Rights Reserved / 21
    • THE COACHING CONUNDRUM The Conundrum in a Nutshell… • Managers love to • Managers struggle to “find coach and see the the time” payoff • Employees like to be • Half don’t receive coached and see the coaching currently payoff • Organizations expect BUT • Few hold managers managers to coach accountable or reward it • Organizations invest in • Employees & managers skills, processes, value trusting, supportive models relationships • Managers worry they • Employees want to be don’t have all the stretched and help in answers finding their own answers © 2009 BlessingWhite, Inc. All Rights Reserved / 22
    • Building… …a coaching culture © 2009 BlessingWhite, Inc. All Rights Reserved / 23
    • THE COACHING CONUNDRUM Building a Coaching Culture Timely Timely Relevant to the situation Relevant to the situation Skills Establish trust, Build confidence Establish trust, Build confidence Unleash potential Unleash potential Coaching One-on-one, Unique, One-on-one, Unique, Essentials Joint accountability Joint accountability Individualized The culture values and Partnerships The culture values and reinforces coaching reinforces coaching The leaders value coaching The leaders value coaching Belief & Backbone Business strategy & Business strategy & results, employee results, employee satisfaction & aspirations satisfaction & aspirations Organizational & Employee Success © 2009 BlessingWhite, Inc. All Rights Reserved / 24
    • THE COACHING CONUNDRUM What’s Important to YOU? Step 1 • Consider your current work priorities and what motivates you to do your e2 009 © hit best work… ss ingW rved • Identify the 3 most Ble R ese hts important coaching actions Al l Rig you need from your manager right now. © 2009 BlessingWhite, Inc. All Rights Reserved / 25
    • So what have organizations done… …to solve the conundrum? © 2009 BlessingWhite, Inc. All Rights Reserved / 26
    • THE COACHING CONUNDRUM 5 Recommendations 1. Tackle your next problem with a coaching initiative. 2. Get new managers on the coaching track. 3. Think beyond coaching skills. 4. Coach the coaches. 5. Build belief & backbone into your culture. © 2009 BlessingWhite, Inc. All Rights Reserved / 27
    • THE COACHING CONUNDRUM Tackle Business Problems with Coaching Initiatives Don’t just tell managers to coach. Give your managers a reason to coach: • Culture change • Innovation • Increased engagement or retention • A new business strategy • Leadership bench strength © 2009 BlessingWhite, Inc. All Rights Reserved / 28
    • THE COACHING CONUNDRUM Set New Managers on the Coaching Track • Define coaching. • Dispel myths. Coaching is not: – An event – A discrete tactic for performance problems – A one-size-fits-all approach – Something you do to employees – Advice • Emphasize relationships when on-boarding. © 2009 BlessingWhite, Inc. All Rights Reserved / 29
    • THE COACHING CONUNDRUM Think Beyond Coaching Skills “We had an assistant store manager who transferred to a new location. She never took the time to build relationships and just told people what to do. Then she went to a coaching workshop, came back, and started coaching – but things didn’t go well. She did it ‘to’ her team. She eventually left the company.” • Encourage manager-employee dialogue. • Stress authentic leadership. • Address trust issues. © 2009 BlessingWhite, Inc. All Rights Reserved / 30
    • THE COACHING CONUNDRUM The Impact of Trust Coaching Actions… With Trust Without Trust Conversation Interrogation e2 009 Feedback © t hiReprimand s ingW Micromanaging ved Check-in Bles ser s Re Concern ight “Spying” A ll R Interest Meddling Goal-Setting Orders Delegating Dumping Partnership Boss-Subordinate © 2009 BlessingWhite, Inc. All Rights Reserved / 31
    • THE COACHING CONUNDRUM Coach the Coaches • Set the tone. • Cascade from above down through the ranks. • Model it. • Provide support. © 2009 BlessingWhite, Inc. All Rights Reserved / 32
    • THE COACHING CONUNDRUM Build Belief & Backbone into Your Culture • Change your talk. • Set expectations. • Build accountability and rewards. © 2009 BlessingWhite, Inc. All Rights Reserved / 33
    • THE COACHING CONUNDRUM What’s Next? Timely Timely Relevant to the situation Relevant to the situation Skills Establish trust, Build confidence Establish trust, Build confidence Unleash potential Unleash potential Coaching One-on-one, Unique, One-on-one, Unique, Essentials Joint accountability Joint accountability Individualized The culture values and Partnerships The culture values and reinforces coaching reinforces coaching The leaders value coaching The leaders value coaching Belief & Backbone Business strategy & Business strategy & results, employee results, employee satisfaction & aspirations satisfaction & aspirations Organizational & Employee Success © 2009 BlessingWhite, Inc. All Rights Reserved / 34
    • THE COACHING CONUNDRUM How BlessingWhite Can Help Coaching Culture Diagnostics Executive Coaching Senior Leader Master Class & Consulting Solving the Coaching Conundrum Helping Others Leading Technical High Performance Career Coaching Succeed Professionals Coaching Workshop Process Program Workshop © 2009 BlessingWhite, Inc. All Rights Reserved / 35
    • THE COACHING CONUNDRUM © 2009 BlessingWhite, Inc. All Rights Reserved / 36
    • Questions? Thank you ODN Omaha! danielleh@bwinc.com 312.755.0129 www.blessingwhite.com/research © 2009 BlessingWhite, Inc. All Rights Reserved / 37