Ssw coaching for high performance training for corporate executives

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soft skills world proposes high performance …

soft skills world proposes high performance
training for corporate executives. call to connect on 09818493659 or write to us on info@softskillsworld.com

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  • 1. Coaching for High Performance 1
  • 2. Workshop Objectives Describe the key drivers that enable organizations to attain a high performing environment. Describe coaching and what a coach does. Understand the critical communication skills necessary to engage employees in day-to-day coaching sessions. Employ the GROW model to develop an employee coaching plan. Learn how to provide effective feedback. Learn how to coach for improvement. 2
  • 3. Coaching for High Performance: Roadmap Business Case Strategic Alignment Building Coaching Coaching forFundamentals Communication Performance Rapport Process of Coaching Improvement Crew Roadmap 3
  • 4. Business Case High Performance WorkforceThe great leaders of tomorrow will be the ones who understand how to get everyone to participate. 4
  • 5. Performance Drivers Which are in place? The Top Performance Drivers A-Level (>25 Percent Improvement) Performance Drivers by Category In Rank-Order by Impact on Performance A- Level (High-Impact) Performance Drivers1. Fairness and accuracy of informal feedback2. Risk taking3. Emphasis (in formal review) on performance strengths4. Employee understanding of performance standards5. Internal communication6. Manager knowledgeable about performance7. Opportunity to work on the things you do best8. Feedback that helps employees do their jobs better9. Opportunity to work for a strong executive team 5
  • 6. Performance Drivers Which are in place?Second-Level Performance DriversSecond-Level Performance Drivers B- Level Performance Drivers10. Opportunity to help launch a new business, initiative, or 20. Culture of innovationprogram 21. Manager translates long-term goals into step-by-step11. Manager helps find solutions to problems plans12. Organizational flexibility 22. Manager clearly communicates expectations13. Emphasis (in informal feedback) on personality strengths 23. Opportunity to experiment and take risks14. Emphasis (in formal reviews) on personality strengths 24. Manager likelihood to deliver voluntary informal feedback15. Opportunity to help turn around struggling business 25. Function-specific training: IT16. Manager helps attain information, resources, and 26. Employee understanding of how to complete projectstechnology 27. Employees’ personal enjoyment of their work17. Manager breaks down projects into manageable 28. Employee influence in selecting projectscomponents 29. Helps team get started on a new project18. Opportunity to have significant responsibility andaccountability 30. Challenge of projects and assignments19. Opportunity to do challenging and leading-edge work 31. Level of specificity in informal feedback 6
  • 7. Performance Drivers Which are in place?Lowest Performance DriversD- Level (<0 Percent Improvement) Performance Drivers by Category In Rank-Order by Impact on Performance D- Level Performance Drivers 100. Use of rank-ordering 101. Increasing the number of formal reviews received each year 102. Emphasis (in informal feedback) on personality weaknesses 103. Emphasis (formal reviews) on personality weaknesses 104. Emphasis (in informal feedback) on performance weaknesses 105. Emphasis (in formal reviews) on performance weaknesses 106. Manager makes frequent changes to employees’ projects 7
  • 8. Performance DriversWhat changes or improvements would you suggest to create ahigh performance organization?What behavioral changes do you need to begin implementingthe high performance strategic drivers in your organization?What type of activities would you like to see to embed andsustain the high performance drivers? 8
  • 9. Coaching for High Performance: Roadmap Business Case Strategic Alignment Building Coaching Coaching forFundamentals Communication Performance Rapport Process of Coaching Improvement 9
  • 10. Strategic Alignment Strategic Alignment“You’ve got to be careful if you don’t know whereyou’re going, because you might not get there.” -Yogi Berra, Baseball Coach and Player 10
  • 11. Strategic Alignment Promote the Coach-Employee Relationship Employee Coach Evaluate Establish Objectives Performance Employee CoachEmployee Coach Establish Establish Goals Expectations Coaching and Development 11
  • 12. Strategic Alignment: Objectives, Expectations and Goals Coaching objectives Role in organization Employee individuality Prioritize opportunities Coaching obstacles 12
  • 13. Strategic Alignment: Goal Setting Summary MANAGERS PREPARATION – Review organization’s top-level objective – Identify goals to be delegated and how they should be delegated. – Clarify employees’ responsibilities and anticipate the goals they would set. – Give your employees the information they need to draft their own goals. GOAL SETTING CHARACTERISTICS – Difficulty – Specificity – Feedback – Participation 13
  • 14. Coaching for High Performance: Roadmap Business Case Strategic Alignment Building Coaching Coaching forFundamentals Communication Performance Rapport Process of Coaching Improvement 14
  • 15. Fundamentals of Coaching: What is Coaching?Coaching is most effectively employed when it is used to do what? 15
  • 16. Fundamentals of Coaching: What is Coaching? Address individual and organizational change to improve mission performance Enable personal transformation and career role transition Support the development of future leaders for the organization Address a specific problem area or challenge Facilitate the creation of an organizational culture 16
  • 17. What is Coaching? Leader as a Coach Continuum Managing Coaching Focus on: Focus on:  Telling  Exploring  Directing  Facilitating  Authority  Partnership  Long-Term Development  Immediate Needs  Open To Many Possible  One Specific Outcome OutcomesHelping employees manage the transition between old and 17 new
  • 18. What is Coaching? Coaching is. . . Coaching is Not. . .A means for learning and development. An opportunity to correct someone’s behaviors or actions.Guiding someone toward her or his Directing someone to dogoals. something to meet goals.The mutual sharing of experiences and Being the expert or supervisoropinions to create agreed-upon with all the answers (not theoutcomes. “super technician”).About inspiring and supporting another About trying to address personalperson. issues. 18
  • 19. Benefits of Coaching Maximize individual strengths Overcome personal obstacles Reach full potential through continuous learning Achieve new skills and competencies Prepare themselves for new responsibilities Manage themselves Clarify and work toward performance goals 19
  • 20. Coaching for High Performance The “Hesitant Coach” Lack of time Confrontation Reluctance Fear of Offending Fear of Failure 20
  • 21. Coaching for High PerformanceWhy Coach? 21
  • 22. Fundamentals of Coaching: Key Coaching Responsibilities Constant communications Selecting and carefully matching employees to jobs Setting and ensuring employees’ understanding of performance standards and goals Providing fair and accurate performance feedback Assisting employees in planning and accomplishing their work Creating a development plan for each employee Fostering a culture of managed risk taking and internal communications 22
  • 23. Fundamentals of Coaching: Coaching Skills Questioning Skills Harmony Skills Conflict-Handling Skills Understanding Skills Agreement Skills 23
  • 24. Fundamentals of Coaching: Summary This can be an Art Inspire Energize Facilitate Improve Performance Help Learning Help Development 24
  • 25. Coaching for High Performance: Roadmap Business Case Strategic Alignment Building Coaching Coaching forFundamentals Communication Performance Rapport Process of Coaching Improvement 25
  • 26. Communication Communication“Coaching conversations involve finding out people’s vision ordestination, where they are starting from, and the direction they need to move in order to get there.” -unknown 26
  • 27. Communication Understanding Body Language Employing Reflective Listening Asking Effective Questions Providing Feedback 27
  • 28. Communication 28
  • 29. Communication: Reflective Listening Conveying your interest Adopting the employee point of view Clarifying the employee’s thoughts and feelings Responding reflectively Reflective vs. Directive responses 29
  • 30. Communication: Asking Effective Questions Use questions to invite participation Use questions that encourage exploration Questions may become slightly closed as dialogue continues Begin open questions with how, when, where, what or who 30
  • 31. Communication: Effective Feedback Specific and  Anchored to common goals performance based  Provides for 2-way Descriptive, not labeling communication Focuses on behavior  It is brief Based on observations  Based on trust, honesty, Begins with “I” concern statements Balances negative and  Private (esp if negative) positive comments  Provides for follow-up Well-timed 31
  • 32. Communication: Dealing with Negative Issues Listen with an open mind Be respectful of the opinion, position Take time to digest the opinion Avoid finger-pointing Work toward a compromise 32
  • 33. Coaching for High Performance: Roadmap Business Case Strategic Alignment Coaching Coaching for BuildingFundamentals Communication Performance Rapport Process of Coaching Improvement 33
  • 34. Building Rapport Building Rapport“The key leadership issue in today’s economy is to make knowledge workers more productive.” 34
  • 35. Building Rapport: Trust Relationships Be available Be confidential Be respectful Be reflective Be supportive 35
  • 36. Coaching for High Performance: Roadmap Business Case Strategic Alignment Building Coaching forFundamentals Communication Coaching Performance Rapport of Coaching Process Improvement 36
  • 37. Coaching Process Coaching Process“The responsibility for maintaining good performanceis the employee’s, not the manager’s. The manager’s job is to point out the discrepancy – the employee’s job is to fix it! 37
  • 38. Coaching Process Coaching Structuring the Coaching Session – The Grow Model Goal Reality Options Wrap-Up- AIM -Assessment -Range -ActionSet long-term Invite self-assessment Cover the full range Commit to actionaim ifappropriate of options -Examples -Obstacles Offer specific examples of -Suggestions Identify possible-Objective feedback Invite suggestions from obstacles and howAgree to specificobjectives of session the coachee. Offer to overcome them. -Assumptions suggestions Agree on support Avoid or check carefully.-Topic assumptions -MilestonesAgree to topic for Discard irrelevant -Choices Make steps specificdiscussion history Ensure choices and define timing are made 38
  • 39. Coaching for High Performance: Roadmap Business Case Strategic Alignment Coaching Coaching for BuildingFundamentals Communication Performance Rapport Process of Coaching Improvement 39
  • 40. Coaching for Improvement Coaching for Improvement“Success depends on the support of other people. The only hurdle between you and what you want is the support of others. - David Joseph Schwartz 40
  • 41. Coaching for Improvement Recognize the existence of a problemDiscuss and mutually agree on a solution Create post-meeting performance expectations Support improvement 41
  • 42. Building Rapport: Effective Face to Face Meetings Keep it private Focus on the employee Follow an agenda 42
  • 43. Building Rapport: Productive Confrontations Check the facts Arrange a meeting Display interest Explain the problem Discuss reasonable solutions Encourage and reinforce improvement 43
  • 44. Coaching for High Performance: Roadmapour Coaching Plan 44
  • 45. Coaching for High Performance: Roadmap What type of leadership is necessary to build a high- performance organization?When we talk about performance management,what are some specific steps can you take to maximize its effectiveness? What is the critical role you must play? 45
  • 46. Coaching for High PerformanceThank You….. 46