Coaching performance coaching_collaborating

366 views

Published on

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
366
On SlideShare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
15
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Coaching performance coaching_collaborating

  1. 1. Performance Coaching: Collaborating
  2. 2. Role of Collaborator
  3. 3. Role of Collaborator • Assertion skills
  4. 4. Assertion Skills Use verbal and nonverbal assertion skills to maintain respect, satisfy your needs and defend your rights.
  5. 5. Role of Collaborator • Assertion skills • Collaborative problem-solving skills
  6. 6. Collaborative Problem-Solving Skills Use collaborative problem-solving skills to help resolve conflicts and problems between you, your employees and your organization.
  7. 7. Performance Killers
  8. 8. Performance Killers Performance killers are comments that can negatively impact or shut down employee performance if used at the wrong time or in the wrong way.
  9. 9. Performance Killers • Judging
  10. 10. Judging • Criticizing
  11. 11. Judging • Criticizing • Labeling
  12. 12. Judging • Criticizing • Labeling • Praising
  13. 13. Judging It’s difficult to build and maintain rapport with your employees, since judging puts you in a superior position.
  14. 14. Criticizing • Includes making negative comments regarding employees’ performance, attitudes or decisions
  15. 15. Labeling • Places employees into categories
  16. 16. Labeling • Places employees into categories • Contains negative overtones or has an attached stigma
  17. 17. Praising • Can be misconstrued as insincere or manipulative
  18. 18. Praising • Can be misconstrued as insincere or manipulative • Be sure there is due cause to praise your employees
  19. 19. Performance Killers • Judging • Providing Solutions
  20. 20. Providing Solutions • Includes the way you communicate potential solutions to your employees
  21. 21. Providing Solutions • Includes the way you communicate potential solutions to your employees • Can be perceived negatively, if done incorrectly
  22. 22. Providing Solutions • Advising
  23. 23. Providing Solutions • Advising • Ordering
  24. 24. Providing Solutions • Advising • Ordering • Moralizing
  25. 25. Providing Solutions • Advising • Ordering • Moralizing • Questioning
  26. 26. Providing Solutions • Advising • Ordering • Moralizing • Questioning • Threatening
  27. 27. Advising Don’t give your employees a solution to their problem that interferes with their own ability to resolve the problem.
  28. 28. Ordering Don’t give solutions coercively and then back them up forcefully.
  29. 29. Moralizing Don’t tell employees what they should or shouldn’t do.
  30. 30. Questioning Don’t consider your employee’s judgment to be always suspect or his/her decisions not up to par.
  31. 31. Threatening Don’t control your employees’ actions by warning them of negative consequences that you instigate.
  32. 32. Performance Killers • Judging • Providing Solutions • Avoiding
  33. 33. Avoiding • Diverting
  34. 34. Avoiding • Diverting • Logical Argument
  35. 35. Avoiding • Diverting • Logical Argument • Reassuring
  36. 36. Diverting Don’t switch topics and avoid addressing your employees’ interests.
  37. 37. Logical Argument Don’t use logic to avoid addressing your employees’ feelings and emotions.
  38. 38. Reassuring Reassuring can be perceived as emotional withdrawal or avoiding involvement.
  39. 39. Assertion Skills
  40. 40. Assertion Skills • Aggressive behavior
  41. 41. Assertion Skills • Aggressive behavior • Submissive behavior
  42. 42. Assertion Skills • Aggressive behavior • Submissive behavior • Assertive behavior
  43. 43. Assertion Skills Find a good balance between getting work done and getting along with your employees.
  44. 44. Aggressive Behavior • Abusive, rude and sarcastic ways of getting things done
  45. 45. Aggressive Behavior • Abusive, rude and sarcastic ways of getting things done • Berating employees for poor performance
  46. 46. Aggressive Behavior • Abusive, rude and sarcastic ways of getting things done • Berating employees for poor performance • Insisting on having the final word during conversations
  47. 47. Aggressive Behavior • Abusive, rude and sarcastic ways of getting things done • Berating employees for poor performance • Insisting on having the final word during conversations • Being over-dominating
  48. 48. Submissive Behavior • Allowing employees to dictate the level and quality of their own performance
  49. 49. Submissive Behavior • Allowing employees to dictate the level and quality of their own performance • Not admitting true feelings or emotions
  50. 50. Submissive Behavior • Allowing employees to dictate the level and quality of their own performance • Not admitting true feelings or emotions • Not stating expectations directly
  51. 51. Submissive Behavior • Allowing employees to dictate the level and quality of their own performance • Not admitting true feelings or emotions • Not stating expectations directly • Using hesitating speech, shoulder shrugging and a very soft voice
  52. 52. Assertive Behavior • Maintaining self-respect, happiness and satisfaction without dominating employees
  53. 53. Assertive Behavior • Maintaining self-respect, happiness and satisfaction without dominating employees • Standing up for own rights
  54. 54. Assertive Behavior • Maintaining self-respect, happiness and satisfaction without dominating employees • Standing up for own rights • Expressing expectations and needs in a direct and appropriate way
  55. 55. Assertive Behavior • Maintaining self-respect, happiness and satisfaction without dominating employees • Standing up for own rights • Expressing expectations and needs in a direct and appropriate way • Not violating employees’ needs
  56. 56. Assertive Behavior • Maintaining self-respect, happiness and satisfaction without dominating employees • Standing up for own rights • Expressing expectations and needs in a direct and appropriate way • Not violating employees’ needs • Confirming own and employees’ worth and dignity
  57. 57. Assertive Management
  58. 58. Assertive Management Assertive management is a nonjudgmental description of employees’ performance behaviors that need to be changed.
  59. 59. Nonjudgmental Description • Be specific and brief, so employees know exactly what you mean
  60. 60. Nonjudgmental Description • Be specific and brief, so employees know exactly what you mean • Don’t draw inferences about employees’ motives; focus on behavior
  61. 61. Nonjudgmental Description • Be specific and brief, so employees know exactly what you mean • Don’t draw inferences about employees’ motives; focus on behavior • Make the description an objective statement instead of a judgment
  62. 62. Assertive Management • Nonjudgmental description of employees’ performance behaviors that need to be changed • Disclosure of your own feelings
  63. 63. Disclosure of Feelings • Genuinely disclose your feelings regarding your employees’ behavior
  64. 64. Disclosure of Feelings • Genuinely disclose your feelings regarding your employees’ behavior • Use messages that begin with “I”
  65. 65. Assertive Management • Nonjudgmental description of employees’ performance behaviors that need to be changed • Disclosure of your own feelings • Clarification of the effects of your employees’ behavior
  66. 66. Clarification Discuss things that directly impact you as a result of your employees’ behavior, such as money, time, quality and teamwork.
  67. 67. Putting the Assertive Message Together Use assertive messages to enhance your employees’ understanding of your feelings and concerns, and the effect of their behavior.
  68. 68. Collaborative Problem Solving
  69. 69. Collaborative Problem Solving • Problem identification
  70. 70. Collaborative Problem Solving • Problem identification • Solution identification
  71. 71. Collaborative Problem Solving • Problem identification • Solution identification • Solution analysis
  72. 72. Collaborative Problem Solving • Problem identification • Solution identification • Solution analysis • Solution selection
  73. 73. Collaborative Problem Solving • Problem identification • Solution identification • Solution analysis • Solution selection • Solution implementation
  74. 74. Collaborative Problem Solving • Problem identification • Solution identification • Solution analysis • Solution selection • Solution implementation • Solution evaluation
  75. 75. Collaborative Problem Solving • Problem identification • Solution identification • Solution analysis • Solution selection • Solution implementation • Solution evaluation • Follow-up
  76. 76. Problem Identification • Identify the expectations of your organization and compare them to actual performance
  77. 77. Problem Identification • Identify the expectations of your organization and compare them to actual performance • Determine if there is a difference between desired and actual performance
  78. 78. Solution Identification • Brainstorm with others to generate ideas for a possible solution
  79. 79. Solution Identification • Brainstorm with others to generate ideas for a possible solution • Come up with as many potential solutions without evaluating or examining the ideas
  80. 80. Solution Analysis • Analyze potential solutions with your employees
  81. 81. Solution Analysis • Analyze potential solutions with your employees • Set up criteria that will serve as a standard by which you decide on each idea
  82. 82. Solution Selection • Test solutions to determine their practicality and ease of application
  83. 83. Solution Selection • Test solutions to determine their practicality and ease of application • Identify the cost and potential results of each solution
  84. 84. Solution Selection • Test solutions to determine their practicality and ease of application • Identify the cost and potential results of each solution • Identify possible barriers that might prevent you from applying a solution
  85. 85. Solution Selection • Test solutions to determine their practicality and ease of application • Identify the cost and potential results of each solution • Identify possible barriers that might prevent you from applying a solution • Identify actions to overcome such barriers
  86. 86. Solution Implementation • Test possible solutions to determine their results
  87. 87. Solution Implementation • Test possible solutions to determine their results • Choose a group of employees with whom the solution has an opportunity for the highest degree of success
  88. 88. Solution Implementation • Test possible solutions to determine their results • Choose a group of employees with whom the solution has an opportunity for the highest degree of success • Implement solutions slowly and deliberately
  89. 89. Solution Implementation • Test possible solutions to determine their results • Choose a group of employees with whom the solution has an opportunity for the highest degree of success • Implement solutions slowly and deliberately • Implement the solution in different parts of the company before introducing to the whole organization
  90. 90. Solution Evaluation • Gather and compare results once you’ve applied the solution
  91. 91. Solution Evaluation • Gather and compare results once you’ve applied the solution • Document the outcome of every solution tried for future problem-solving efforts
  92. 92. Follow-Up • Use one-on-one interviews, focus groups, informal discussions, reports and records to gather information about your solutions
  93. 93. Follow-Up • Use one-on-one interviews, focus groups, informal discussions, reports and records to gather information about your solutions • Let employees participate in the information gathering
  94. 94. Follow-Up • Use one-on-one interviews, focus groups, informal discussions, reports and records to gather information about your solutions • Let employees participate in the information gathering • Analyze findings and report them to employees and senior management
  95. 95. Performance Coaching: Collaborating

×