Powerful Act of Coaching Employees


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This is a webinar for EVERY LEADER IN YOUR ORGANIZIATION who are responsible for providing feedback to their employees. If you would like your leaders to demonstrate greater managerial courage and provide timely feedback to their employees then make it a must for every front line leader, supervisor, manager, director, vice president and executive to attend this webinar.

In the webinar you will learn:

Good performance rarely happens by accident.
How to implement performance coaching.
Performance appraisals vs. performance coaching – understanding what’s wrong with the performance review and how to fix it.
Common threads of coaching and development.
Essential management skills.
Five elements of successful coaching: Job Fit, Motivation, Chemistry with the Manager, Team Chemistry and Leadership.

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Powerful Act of Coaching Employees

  1. 1. Powerful The act of Coachinga presentation brought to you by: John Bradford
  2. 2. John Bradford John Bradford is the Senior Vice President of Profiles International Consulting and Coaching Services. John is the driving force behind Profiles’ global consulting team, helping organizations identify, develop and deploy executive-level leadership talent. His ability to identify the business context of situation and apply creative thought to desired business results enables him to craft practical and realistic solutions that can be implemented from the C-Suite to the front line. Most recently, John and his team worked with a global company to identify the executive competencies that indicate leadership readiness. Using projected business results and the company’s 2020 Vision, John’s team developed an Executive Assessment process that accurately and reliably identified incumbent leaders who are candidates for higher lever positions, strengthening the leadership pipeline and allowing for succession planning. John’s team provides Executive Coaching Services for incumbent and aspiring global leaders on five continents. He has worked with businesses of all sizes and within a wide variety of Senior Vice President industries. John’s focus on the achievement of business results and ability to help clientsTraining & Consulting Services implement simple, practical and cost-effective solutions makes him a sought after resource for clients around the world. Some of John’s recent clients include AECOM, Eastman Chemical and Raytheon Corporation. A thought leader in the area of leadership development, John authored the Profiles’ CheckPoint Leadership Skill Building and Coaching series consisting of 18 Leadership Skill Builders. These Skill Builders include an on-the-job leadership process, practical leadership development activities, and a supporting coaching guide. Prior to joining Profiles International, Bradford served on the faculty at the University of Missouri-Columbia. He has held senior positions with Fortune 100 and 500 companies, imagine great people ® shouldering full responsibility for organizational and employee development. He has also served as President and CEO for a United States based consulting firm. www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  3. 3. Who We Are • Founded 1991 • Over 45,000 clients served worldwide • Offices in nearly 130 countries • Founding member of the Association of Test Publishers • Microsoft Certified Partnerwww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  4. 4. Creating Value for Clients We support our clients through the full employee life-cycle, helping them identify the best people for their jobs and then developing them to their fullest potential.www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  5. 5. Diverse Base of Marquee Clients Financial Services Retail & Consumer Travel & Hospitality Education & Government Technology Healthcare Energy & Utilities Business Services Client Highlights • 11,000 + active clients • Client base includes 152 Fortune 2000 companies • Represented in nearly 130 countrieswww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  6. 6. Clients We’ve Servedwww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  7. 7. Powerful The act of Coachinga presentation brought to you by: John Bradford
  8. 8. Introduction • The flawed annual performance review • Transition from performance review to coaching • Performance coaching • Coaching and development • Elements of successful coaching1www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  9. 9. Introduction The Reality of Today’s Workplace • Over 70% of people in the workforce report not being engaged and 60% plan to leave their job when the economy turns around. (Source: Right Management) • The number one reason? The immediate manager. (Source: Gallop Organization)2www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  10. 10. Introduction Poll #1 Think about the managers you’ve had during your life. Have you ever had a manager you felt didn’t do a good job?  Yes  No3www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  11. 11. Introduction Poll #2 If you said “yes,” what was the eventual outcome of that manager-employee relationship? A. I ignored it and just did my job. B. The manager left or was fired. C. I found a new job, either at my company or with another one. D. My manager changed his or her practices and improved.4www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  12. 12. Why Coaching? • Two months of the average worker’s year is wasted. • Cost to business due to wasted time is $150 billion. (Source: Robert Hall International)5www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  13. 13. Why Coaching? • Training, when combined with coaching, increases productivity by 86%, as opposed to a 22% increase with training alone.6www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  14. 14. Defining “Coaching” Executive CEO/ Coaching BoD Exec. Team Senior Leaders Performance Coaching Leadership Business Leaders Coaching Team Managers Team Leaders Employees7www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  15. 15. Managing vs. Coaching Managing is . . . • Achieving results through others • Evaluating performance • Staffing people to specific projects or tasks Coaching is . . . • Encouraging employees to find their own solutions • Helping employees reframe challenges • Modeling and explaining new skills8www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  16. 16. Take Steps Toward Performance Coaching Acknowledge, Institute, Check • Acknowledge that good performance rarely happens by accident • Lack of performance training • Small impact of leaders on performance • Institute a new system of coaching • Start at the top • Examine corporate culture and strategy UPDATE GRAPHIC • Define and describe the new system • Check to make sure the system is instituted well • Don’t cut corners • Monitor managers’ progress • Always inspect what you expect • Accountability at all levels9www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  17. 17. Performance Appraisals vs. Performance Coaching What is wrong with the performance review? • Current performance review system • Annual event • Rates performance • Good motives • Snapshot of employee’s yearly performance • Comparative performance reviews • Ranking employees discourages teamwork • Competition doesn’t help in talent shortages • No consistency during performance reviews • Rushed meetings • Limited opportunity for feedback10 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  18. 18. The Common Threads of Coaching and Development Coaching delivers major results Where it Keys to Applies Success • Bersin & Associates discovered seven processes that ensure the best performance All managersManager throughout Strong focus on competencies, management: Coach the organization training and 1.Goal-Setting assessment tools 2.Alignment of performance goals with organizational goals People inAssigned transition or Internal education and 3.Employees self-assessments Coach sometimes identification of 4.360-degree assessments in crisis key problem areas 5.Manager appraisals 6.Competency assessmentsExternal Top leaders, HIPOs, Selected 7.Development planning identification of Coach special high value situations opportunities • Use feedback, development, training and assessments to drive success 11 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  19. 19. Essential Management Coaching Skills Help the manager develop coaching skills • Corporate executives must help managers develop coaching skills • Ability to identify people who fit the job • Ability to create strategies that inspire performance • No manager comes fully equipped with the knowledge needed to coach successfully • Each employee’s unique characteristics • Each employee’s work attributes • Each employee’s fit and compatibility with the job, team and manager12www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  20. 20. Job Fit Work Performance! • Job Fit shows how well an employee matches the top-performers • Knowing where the employee doesn’t match a top performer helps the coach teach and train113www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  21. 21. Here’s  what  you  see  &   select  and  manage… Here’s  what   you get!14www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  22. 22. Skills Competencies Knowledge Here’s   Self-Concept Attitude Value what Trait you get! Motive15www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  23. 23. Job Fit Differentiating Factors Cognitive Abilities Behavioral Traits Interests 16www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  24. 24. How to MeasureCharacteristics orBuilding Blocks  Does the person have the cognitive abilities that match the requirements of the job?  How will the person typically behave on the job?  Are the job activities consistent with their interests? 17 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  25. 25. Motivation • Coaches help employees through organizational turbulence • Coaches need to know how each employee will react to challenges at work • Assessments measure an employee’s: • Need for control • Social influence • Patience and ability to be a team player • Focus on precision and quality • Motivational intensity and focus on change • Knowledge helps coaches know how to motivate each employee18www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  26. 26. Chemistry with the Manager • Managerial Fit • Identify potential conflict points • Know what to say and how to say it • Assessments can help the coach/employee relationship by: • Examining work relationship • Identifying similarities and differences • Providing recommendations • Enhancing relationships, communication and management coaching styles19www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  27. 27. Team Chemistry • Teams are essential in the workplace • Know the characteristics and behaviors of team members • Coaches can help by knowing the answers to the following questions: • Who in the team needs to be in control? • What characteristics does the team lack? • How do we avoid or resolve potential conflicts? • A successful coach knows the answers to these questions before creating a team20www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  28. 28. Leadership • Determining who has leadership potential in the workplace can be a great coaching practice • There are eight specific leadership competencies: • Personal Development • Communication • Leadership Ability • Adaptability • Relationship building • Task management • Production • Development of others • Learning these important competencies allows the coach to maximize leadership capabilities21www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  29. 29. Coaching Makes A Difference • Don’t base important decisions on annual evaluations • Coaching creates open lines of communication • Transition from annual performance evaluation to coaching by: 1.Realizing the flawed nature of performance appraisals 2.Taking the steps to get out of your current situation 3.Identifying the common threads of coaching and development 4.Learning to identify job fit and specialized knowledge about employees 5.Determining job fit and compatibility with co- workers22www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  30. 30. Questions?
  31. 31. www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  32. 32. Contact Us Profiles Assessment Asia (Pte.) Limited An Authorized Strategic Business Partner of Profiles International14 , Robinson Road, #08-01A, Far East Finance,Singapore 048545Email: info@profiles.com.sgTelephone: 65717031Fax: 63334636Website: http://www.profiles.com.sg Share , Connect and Follow Us Know your people..Grow your business