1. Disappointing Production Results?
Ineffective v. Effective Coaching Practices
Emotional Response
• Anger/Disappointment
• Assumptions
• Blame/Criticize People
• Spread Negativity
• Emphasize Fear
• Magnify Imperfections
• Ignore Progress
Unhealthy Results
Strategic Response
• Reflective/Curious
• Ask for Causes/Solutions
• Revise Strategies
• Set Goals
• Inspire Confidence
• Reward Improvements
• Communicate Progress
Healthy Results
2. Self Esteem Variables
Last time we discussed behaviors as a result of thinking.
We all get emotional at times- it doesn’t mean that you are like that all the time.
• Birth & Upbringing the early programming
• Community/curricular endeavors
• Friends circle and status
• Success in relationships (long and short)
• Family obligations, marriage, parenting, caring for the aging
• Self talk/topics of expression
• Education & current events
• Fitness & sports experiences
• Level of success at current job
• Travel and global/diversity awareness
• Different companies, departments, cities, entrepreneurial risks
• Living situation, independence, & self reliance
3.
4. Frequency over Intensity
Production
Speed
Frequency
This Set Up and Speed Up phase at SHB is more about task repetition and
maintaining a quick pace, then it is about requiring more sacrifice or more
intense contributions from anyone on the team.
By emphasizing the same simple strategies every shift, I am hoping that
through Set Up and Contracting we can create an even more predictable
environment; one where we all know exactly what the expectations are, and
what we need to do in order to achieve our goals.
7. Success Management
Three Critical Steps
• List your goals
according to order
of importance
• Drop or postpone
goals at the
bottom of your list
that will sap
energy and
decrease focus
Focus
• Create trackers
that will measure
your production in
each area
• Check your
progress multiple
times per day
Commitment
• Spend as much
time as you can
each day pursuing
priorities.
• Decrease spending
time on actions
that distract you
from your goals
Sacrifice
8. Competing Goals
More time invested in one area, can have a negative impact
on production in other areas
24hrs
Primary Job
School / 2nd job
Family & Social
Fitness & Sleep
9. Goal Attainment
• Well Written Goals have at least 3 parts
Action, Level, Deadline
“I will sell 10 widgets by six o’clock”
• Post goals where you can see them as reminders
Place on fridge/desk, in your phone
• Check to see who has the highest sales on your team
Ask those top performers to share their strategies will you
• Talk to others about your goals
Friends/coworkers/family will support you
• Celebrate when you’ve achieve your goals
Treat yourself to something you really enjoy
10. 4 Fears that
Impact Personal Growth
• Fear of Commitment
“I’m not going to give 100%, that way if I am uncomfortable I can
just give up and not feel bad about it”
• Fear of Ridicule
“People are going to make fun of my decision to go in a new
direction, especially if I struggle at first”
• Fear of Failure
“What if I try something new and I am terrible at it? I might look
back and see that my comfort zone is gone”
• Fear of the Unknown
“I know exactly what I have now, so it is better to live with that
than it is to take a risk”
11. Delivering Feedback
Effective Questions to start off employee appraisal discussions
• What is most surprising to you about your performance appraisal scores?
This question will help narrow attention and focus to areas that are concerns to the employee.
Establishing these priorities will save time and address issues most important to the employee.
• What score(s) do you think is most on target? Why?
This question will help employees establish confidence as they gravitate toward good scores that
communicate success. It might also give an employee the opportunity to identify lower scores
they agree with and need to improve on.
• What score(s) do you think are off target? Why?
This question allows the employee an opportunity to address places where they feel that they
received too little or too much credit. Managers have to be accepting and open to a difference of
opinion at this phase of the process. This is a good time to establish that a difference of opinion is
ok- and that what is more important is that the manager and the employee come together to
discuss strategies that will work in the future.
• What new behaviors and strategies do you think will have the biggest impact
on increasing your overall score?
This question allows managers to see if the employee is focused on the same solutions that the
manager is focused on. It is important for managers to clarify positions and to leave the employee
feeling that with a bit more focus and effort that improvement is within reach.
Express confidenceduring your exchanges. Avoid being defensive concerning areas of disagreement.
Steer clear of hurtful language, and or personal attacks. Remember to set up a date in the near
future to check on progress.
12. G.R.O.W. Discussions & Goal Setting
• Goals
Managers & Employees sit together and work on setting employee goals that
will help lift team production
• Reality
Managers & Employees identify strengths that have led to the reality of the
employee’s overall performance
• Opportunities (avoid the terms ‘weakness’ or ‘weaknesses’)
Managers & Employees identify and list new or improved behaviors that give
the employee the opportunity to grow to higher levels in the organization
• Wrap up
Manager and Employees summarize the discussion by identifying what goals
have been established, and make specific plans for a follow up meeting to
check up on progress
13. Emotional
Intelligence
• A manager increases their ‘Emotional Intelligence’ by being more
aware of, and in control of their emotional responses.
• At SHB we measure a manager’s ‘EI’ thru surveys where the
employees rate them on their ability to Motivate (‘Feel Good’).
• Healthy People seek positive environments, and positive
relationships that keep them feeling appreciated and safe
• Unhealthy People seek negative environments, and volatile
relationships that keep them feeling anxious and argumentative
• At SHB we are all doing the best we can to attract, recruit,
develop and retain those with healthy predispositions.
14. Individual and Collective
Identities
• People have an ‘Individual Identity’ which needs to
be NURTURED.
“Afiya has stepped up with projects and our team is
better for it”
• People have a ‘Collective Identity’ which needs to be
NURTURED.
“SHB- Many people, One Team; 25 years and still going
strong”
• Effective leaders NURTURE both teammate Identities
each and every day
Thru Email, Texts, Phone Calls, One on Ones, Shark-Bites,
Social Gatherings, Team Projects, Business Ventures.
15. People and Production Max
•The Whole Point of our manager “MC” ratings system is to ensure that we
are maximizing our ability to make employees feel great while at the same
time making the company as much money as possible.
•SHB scores a 9.9 on the management grid below day in, and day out.
16. Korman, and Self Esteem
• Individuals have a high tendency to achieve to the level
that their leaders believe they can.
• Past performances (school, exercise, work) become
habit. Effective Coaching can help those with a habit of
poor performance to break the cycle.
• The more a person succeeds in the past, the more they
are likely to succeed in the future. Same is true with
failure.
• Groups (collective Identity) that ‘win’ in the past- are
likely to ‘win’ in the future. Same is true with failure.
• Cultures that protect, nurture, cultivate self esteem are
healthier and more productive than those that do not.
18. Quick, Informal
Surveys
• A very fast way of establishing rapport with employees is through the use of asking
simple questions. This type of work place ‘engagement’ is highly effective for
transferring knowledge between you and your coworkers.
• A good question which facilitates sharing is “What motivates you most at work?” The
exchange that follows the question is likely to: show an employee that you care, gives
you an opportunity to put a worker in a favored position, teaches you something about
that person and your work environment. A worker is likely to respond to this question
with something that motivates them like “Learning new things”.
• Another effective question to ask is “What one or two changes can we make which
would alleviate stress for you at work?” Here an employee is likely to respond with
something that de-motivates them like “I would schedule more preppers during a rush”.
• In both cases you as the leader can help the employee. If there is a situation that cannot
be helped like “I hate working Saturdays” you at least have an opportunity to explain
why we have to keep things they way they are. Even in this scenario you can use the
opportunity to thank your coworker, and maybe even share with them how you at times
feel the same way about a particular policy.
19. The Performance Zone
Blue Zone- The Filtered In Recruits
Purple Zone- The Striving Rookies
Orange Zone- Step up or Step Out
Green Zone- Mng & Emp Solid Potentials
Red Zone- Mng & Emp High Potentials
20. Leadership Values &
Impact on Culture
Organizational
Needs
Leader
Values
Worker
Attitudes
Worker
Behaviors
Team Results
I drew this up to illustrate clearly what a system’s process flow looks like. Typically, the
organization is looking for a specific result, and then the leader must decide how she is going
to organize people and tasks in order to accomplish/improve the team results.
Many business books define a Work Culture as the end result of a 1) Leader Values 2) Worker
Attitudes 3) & Worker Behaviors. As you can imagine, this important blend can have a huge
impact on team results.
I try and reflect on my values and actions each day in an effort to meet the needs of our
organization as well as those of our workers.
21. Transformational
Leadership
• A Transformational Leaders is devoted to improving performance thru
the process of genuine relationship building; person by person.
• These leaders involve, inspire, and share methods in an effort to
transform teammates into higher functioning human beings
• These individuals put more emphasis on the process of education and
mentoring over the success of any one personal and team ‘transaction’
• These benevolent leaders connect emotionally with their teammates,
and are careful to protect worker self esteem when giving feedback
• Transformational leaders go ‘brain to brain’ with players to increase
morale, create goals, and strategize together about the most effective
ways to achieve personal and organizational objectives.
22. High Satisfaction
Your Values
Organization
Values
High Satisfaction
When choosing a company to work for- make sure their values are in line
with your own values. What does that company stand for? What products
are they selling? How do they treat their people?. What type of tasks are
required for you to handle? Is the job description in line with your DNA? Is
the culture in line with your upbringing? If so- you have what is called
‘congruency’, and chances are that you experience a great deal of
satisfaction at work because your goals are properly aligned with the
company objectives.
23. High Conflict
Org
Values
When a worker feels that their values are not in line with those of the
organization, they can feel tension and frustration. These negative feelings
can lead to lower performance, and other negative workplace behaviors. If
left unresolved, this cycle of conflict will create a toxic environment which
leaves both workers and supervisors feeling unhealthy.
At SHB, I know we sometimes feel at odds with certain regal decisions; but on
the other hand we have a great deal of autonomy which allows us to pursue
mentoring and other people first community service projects.
24. Core Job
Dimensions
• Skill Variety
Thru scheduling and changing what we ask
workers to do from shift to shift.
• Task Identity
By reviewing contracts, scripts, meeting topics
repeatedly until actions become habits
• Task Significance
By tying in how a regal challenge is linked to a
current personal goal or future professional one
• Autonomy
By playing your position with confidence and by
trusting workers and giving them space to take
risks and grow
• Feedback
By offering useful feedback in a neutral or
positive way. By showing how a worker can use
their strengths to tackle challenges thru goal
setting, assessment, and coaching
25. Leadership & Worker
Predisposition
Promotion Focus (Offense)
• Focus on Positive Outcomes
• Open to Change
• Creative, Eager, Fast
• Risk Taker
• Emotional Commitment
• Innovative Change Agents
• Focus on Quantity & Speed
• Positive Attitude
• Justice Orientated
Prevention Focus (Defense)
• Focus to avoid Neg Outcomes
• Resistant to change
• Skeptical, Hesitant, Paced
• Risk Averse
• Emotional Detachment
• Mastery of Current System
• Focus on Quality & Efficiency
• Negative/Neutral Attitude
• Detail Orientated
26. Goal Attainment
• Well Written Goals have 3 parts
Action, Level, Deadline
“I will workout, 3 times, this week”
• Post goals where you can see them as reminders
Place on fridge/desk, in your phone/email
• Do the action at the same time as much as possible
Exercise before/after work each day around same time
• Talk to others about your goals
Friends/coworkers/family will encourage you
• Celebrate when you’ve achieve your goals
Enjoy/buy something your really want
27. Emotional
Intelligence
• A manager increases their ‘Emotional Intelligence’ by being more
aware of, and in control of their emotional responses.
• At SHB we measure a manager’s ‘EI’ thru surveys where the
employees rate them on their ability to Motivate (‘Feel Good’).
• Healthy People seek positive environments, and positive
relationships that keep them feeling appreciated and safe
• Unhealthy People seek negative environments, and volatile
relationships that keep them feeling anxious and argumentative
• At SHB we are all doing the best we can to attract, recruit,
develop and retain those with healthy predispositions.
