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Coaching Skills - Developing People Through Better Feedback

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After the session the participants are better able to:
• Manage their employees differently based on their individual personalities, level of work experience and confidence.
• Increase retention through improved communication and feedback with individual employees.
• Achieve better results with their team through improved coaching and feedback skills.

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Coaching Skills - Developing People Through Better Feedback

  1. 1. Coaching Skills Developing People Through Better Feedback Hanno Jarvet
  2. 2. Agenda 1.  What is Coaching? 2.  Coaching and Feedback 3.  Coaching negative, unmotivated and “problem” employees 4.  Coaching and Developing employees 5.  Practice www.jarvet.com
  3. 3. Expected results After the session the participants are better able to: • Manage their employees differently based on their individual personalities, level of work experience and confidence. • Increase retention through improved communication and feedback with individual employees. •  Achieve better results in their team through improved coaching and feedback skills. www.jarvet.com
  4. 4. COACHING 101 POP QUIZ 1. What happens when an employee's undesirable behavior isn't addressed? a. It continues. b. It continues. c. It continues. 2. What happens when an employee's desirable behavior isn't noticed and praised? a. It continues for a while. b. It stops. c. The employee is self-motivated enough to continue the behavior whether or not you give positive feedback. www.jarvet.com
  5. 5. Theory of Competence www.jarvet.com
  6. 6. Seven Famous Excuses for Not Coaching Employees 1.  l Don't Know How to Give Feedback. 2.  I Don't Have Time to Give Feedback. 3.  Feedback Does not Work. 4.  Employees Aren't Receptive to Feedback. 5.  Don't Want to Be Negative. 6.  l Don't Know What I Should Coach Them On. 7.  l Trust Them to Manage Themselves. www.jarvet.com
  7. 7. Benefits of Coaching to the Team Leader •  Get Things Done Faster and overcome challenges •  Get More Visibility •  Get More Respect •  Get More Time •  Get More Job Satisfaction •  Reduce your Stress •  Become known as the developer of people www.jarvet.com
  8. 8. Benefits to the Organization •  Increase retention rate •  Improve problem solving •  Increase the quality of work •  Empower employees •  Diffuse conflict www.jarvet.com
  9. 9. COACHING AND FEEDBACK (TACTICAL)
  10. 10. Situational Leadership Paul Hersey, Ken Blanchard
  11. 11. Situational Leadership Steps in Situational Leadership 1.  Make an overview per employee of his/her tasks 2.  Assess the employee on each task (D1…D4) 3.  Decide on the leadership (management) style per task (S1…S4) 4.  Discuss the situation with the employee 5.  Make a joint plan 6.  Follow-up, check and correct
  12. 12. 7 Fundamentals of Feedback 1.  Be specific 2.  Focus on performance, not personality 3.  Focus on behavior that can be changed 4.  Keep it simple - and sincere 5.  Give feedback as soon as possible 6.  Pay attention to your body language 7.  Avoid the ambush approach www.jarvet.com
  13. 13. How to Praise – “BET” B - Behavior •  Tell the employee what, specifically, he or she is doing that is valuable. This identifies the desirable behavior so that the employee can continue it. E - Effect •  Tell the employee how that behavior made a positive contribution to the outcome of the call, the company's bottom line, or anything else. This step explains to the employee why that specific behavior is so valuable. T - Thanks •  Thank the employee for his or her contribution. There are lots of ways to do this: the important thing is to show your appreciation and to encourage the employee to keep up the good work. www.jarvet.com
  14. 14. How to Correct – “BEES” B - Behavior •  Point out the behavior that you want to correct. Remember to be specific. E - Effect •  Explain what effect that behavior had on the customer, the outcome of the call, the company's goals, and so on. E - Expectation •  Tell the employee what you expect him or her to do differently. (This is where your preparation comes into play.) Be sure to keep your expectations realistic. S - Secure Commitment •  Secure a commitment from the employee to try what you've asked. This step is essential because it's where you get the employee to verbally commit to what you're asking him or her to do. www.jarvet.com
  15. 15. COACHING NEGATIVE, UNMOTIVATED AND “PROBLEM” EMPLOYEES
  16. 16. Ten Tips for Communicating with Problem Employees 1. 2.  3.  4.  5.  6.  7.  8.  Deal with the issue right away Discuss the issue privately Stay calm and poised Allow the employee to vent Empathize Focus on the issue, not the person Find common ground Point out alternative ways (or the employee to express him- or herself) 9.  Always give the employee an “out” 10. Focus on a solution www.jarvet.com
  17. 17. Two – Way Coaching Troubleshooting 1.  2.  3.  4.  5.  Describe the behavior Explain the effect of the behavior Ask for an explanation Suggest/solicit solutions and show support Develop an action plan for correcting the behavior Negotiating 1.  2.  3.  4.  State both sides of the issue Ask for suggestions Accept solutions or offer alternatives Reach agreement Warning 1.  2.  3.  4.  State the issue Ask for anexplanation Describe the consequences of noncompliance Secure commitment
  18. 18. COACHING AND DEVELOPMENT (STRATEGIC)
  19. 19. The ‘GROW’ Model GOAL What do you really want? REALITY What is happening? OPTIONS What could you do? WAY FORWARD What will you do now? www.jarvet.com
  20. 20. The Process ... Start with the end in mind. GOAL S Preferred Future + Reason Agreed result www.jarvet.com
  21. 21. Listen and Uncover They give specific examples of where they are now Uncover the facts What’s the cause How do they feel– uncover assumptions/beliefs www.jarvet.com
  22. 22. Explore ideas & options • Brainstorm ideas together Options • Invite suggestions, only then offer ideas • Think out of the box • Discuss the choice(s). www.jarvet.com
  23. 23. Agree on Action Plan Way Forward Help them make a choice Help them commit to the Action Explore any obstacles www.jarvet.com
  24. 24. Coaching Session 1 employee with an issue 2 coaches 2 observers Pick an issue Coaches take turns Observers take notes and give feedback Rotate www.jarvet.com
  25. 25. “Big Five” Personality Traits Openness –  (inventive / curious vs. consistent / cautious). Appreciation for art, emotion, adventure, unusual ideas, curiosity, and variety of experience. Conscientiousness –  (efficient / organized vs. easy-going / careless). A tendency to show selfdiscipline, act dutifully, and aim for achievement; planned rather than spontaneous behavior. Extraversion –  (outgoing / energetic vs. shy / reserved). Energy, positive emotions, surgency, and the tendency to seek stimulation in the company of others. Agreeableness –  (friendly / compassionate vs. cold / unkind). A tendency to be compassionate and cooperative rather than suspicious and antagonistic towards others. Neuroticism –  (sensitive / nervous vs. secure / confident). A tendency to experience unpleasant emotions easily, such as anger, anxiety, depression, or vulnerability. http://en.wikipedia.org/wiki/Big_Five_personality_traits
  26. 26. 1.  Find a partner and… Tell him/her about one of your PROBLEMS Partner… Will listen until you’re finished Gives his/her recommendation 2.  Thank your partner, don’t criticize, don’t argue 3.  Listen to his/her problem, give advice of your own 4.  Find a new partner and repeat the process Source: Marshall Goldsmith (the “Godfather” of Coaching) www.jarvet.com
  27. 27. Three themes that come up in old people looking back Personal: 1. Be happy now 2. Friends and family (are most important) 3. Go for your dream Business advice: 1. Have fun (life is short) 2. People (take the time to help people) 3. Go for it. (at least I tried) www.jarvet.com
  28. 28. A Remedial Change Model www.jarvet.com
  29. 29. Achieving a State of Flow www.jarvet.com

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