Building & Sustaining a Coaching Culture - Bill Medd, Legacy Bowes Group


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The opportunity for coaching occurs at every level throughout an organization. Employees move through roles and responsibilities that change from a narrow focus to leadership roles where process, task and people skills are required, to senior level roles with a focus on communication, influencing and strategic thinking. No individual has well developed skills in all areas upon assuming a new job and a good coach will identify areas for development and provide support and follow up in a consistent manner.

We can all become effective coaches and help our organization develop a coaching culture. It's good for our employees, good for us and good for the organization as a whole.

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  • What is different about coaching from day-to-day feedback
  • One time training
  • Prepare for coaching meetings
    Discover issues by asking questions, discuss the issues and share feedback, and layout opportunities
    Create Coaching Plan
    Conduct Coaching
    Continue to meet
    Review actions
    Evaluate progress
    Agree on next steps
    Scheduling next meeting
    Evaluate & Adjust - Celebrate successes, adjust actions as needed
  • Building & Sustaining a Coaching Culture - Bill Medd, Legacy Bowes Group

    1. 1. BUILDING & SUSTAINING A COACHING CULTURE!! Presented by: Bill Medd “Character & Behavior Matter!” Suite 1400 – 275 Portage Avenue ● Winnipeg, Manitoba R3B 2B3 Tel: (204) 943-0553 ●
    2. 2. KNOW THYSELF!
    3. 3. On the next slide you have 10 seconds to count the number of times you see the letter ‘f’.
    4. 4. The first half of February is often the fastest freezing and most frigid time of the year
    5. 5. Decoding What was your count?
    6. 6. The first half of February is often the fastest freezing and most frigid time of the year
    7. 7. What’s Wrong with the World?
    8. 8. It Is All About Personal Leadership Effectiveness “Knowing thyself is the most difficult task any of us faces. But until you truly know yourself, strengths and weaknesses, know what you want to do and why you want to do it, you cannot succeed in any but the most superficial sense of the word.” Warren Bennis 9
    9. 9. Today’s Leaders Face Unique Challenges Improve Productivity Reduce Loss of Talent Turnover Political Pressures Personnel Initiatives Not Tied to Targeted Outcomes Change Drivers Lack of Trust and Confidence in Leadership Staff “Compatibility” Not Aligned To Shared Values Departmental Mergers Baby Boomer Exodus (Loss of Wisdom)
    10. 10. Workplace Realities • Only 14% of employees are “fully engaged” in their jobs and willing to go the extra mile. Towers Perrin HR Services • As much as 60% of the turnover at hourly wage levels is the result of “characterrelated” issues. Saratoga Institute • #1 reason for mid-level supervisor voluntary turnover is peer conflict or relational fracture with a boss. Spherion
    11. 11. Workplace Ethics 77% of working adults cite either the behavior of management, or of direct supervisors, as setting the tone for ethical behavior. Executives believe that trust (65%) and transparency (48%) will be leading factors in voluntary turnover in the coming months. Deloitte & Touche USA LLP - 2007 Ethics & Workplace Survey Results
    12. 12. Personal Leadership Effectiveness Is Vital To Performance, Productivity and Profit! What Comprises Personal Leadership Effectiveness?  Trust / Ethics / Integrity  Personal / Professional Interest in Others  Problem Solving  Handling of Conflict Appropriately  Managing Challenges  Compassion / Empathy for Others  Commitment To Excellence  Listens Genuinely and Intently  Good Relational / Communication Skills  Respects Other Team Members - Time, Ideas and Authority  Team Empowerment Personal Leadership Effectiveness is Comprised of an Individual’s Character and Behavior DNA!
    13. 13. Personal Leadership Effectiveness
    14. 14. How do we learn… Personalit y Inside-Out Model “Empowerment” g n hc ao C i Outside-In Model “Confusion” Behavior Learning 18
    15. 15. What’s Missing?? IQ Intellect - Education - Reasoning Abilities - Job Skills Proficiency Self Awareness - Self Management Social Awareness - Relationship Management CQ Character Quotient (CQ) - CQ represents the element of a person’s profile revealing their underlying attitudes, beliefs and commitments that shape their behavior. ©2010 Future Achievement International®
    16. 16. Why Character? "Watch your thoughts, for they become Words. Watch your words, for they become actions. Watch your actions, for they become habits. Watch your habits, for they become character. Watch your character, for it becomes your destiny.“ Charles Reade (1814-1884), Attributed
    17. 17. A Person’s Character and Behavior Is Foundational To Their Personal Leadership Effectiveness None of the above have to do with Education, Job Skills or Work Experience! 21
    18. 18. Bridging the Performance Gap ‘Will-Do’ Fit & Alignment Character Behavior Skills Capabilities Knowledge ‘Can-Do’ 22
    19. 19. Personal Leadership Character Competencies / Principles A Make Things Happen Achieve Personal Significance X-Out The Negatives B Internalize Right Principles March To A Mission C Integrate All Of Life Zero In On Caring For People Energize Internally Realign Rigorously Stay The Course ©2010 Future Achievement International®
    20. 20. What is Coaching? What’s Different About Coaching ? • • • • Ask vs. Tell approach Focus on the employee-it’s about their development Not about “fixing” anyone Specific skills - Asking powerful questions - Allowing the employee to create their own solutions based on clear, shared expectations and goals - Clear accountability structure for action & outcomes 25
    21. 21. Reasons for Coaching Training/Educating Teach and practice new skills, tools, and processes Supporting/Counseling Encourage the employee and explore different points of view and ideas for making decisions and taking action Mentoring Support and guidance for personal and career growth Performance Improvement Clarify expectations and specific action steps for behavior change to improve results 26
    22. 22. Training vs. Coaching Typical Learning Patterns Performance Training & Feedback Behavior Results Time Source: Camden Consulting
    23. 23. What is Coaching? Learning Patterns With Coaching Performance Training & Feedback Behavior Results Time Source: Camden Consulting
    24. 24. DO I HAVE WHAT IT TAKES TO COACH? 1 Is Fully Present 2 Balances Inquiry & Advocacy 3 Uncovers and Understands Employee’s View 4 Models Commitment 5 Seizes the Moment 6 Empowers Ownership 7 Assigns Stretch Experiences 8 Pursues Results 29
    26. 26. BE FULLY PRESENT
    30. 30. SEIZE THE MOMENT
    33. 33. PURSUE RESULTS
    34. 34. The Coaching Model The Five Step Coaching Process 39
    35. 35. CPI Coaching Skills Model 40
    36. 36. Benefits and Outcomes Personal Self Awareness Personal Responsibility Self Discipline Values Clarification Personal Achievement Better Relationships Improved Communication Greater Sense of Purpose Personal Significance Organizational Empowered Culture Improved Recruitment Practices Greater Productivity Effective Team Work Increased Retention Enhanced Company Morale Improved Employee Engagement 41
    37. 37. Thank you! BUILDING & SUSTAINING A COACHING CULTURE!! Bill Medd Executive Coach & Trainer Phone: (204) 943-8826 Email: