In this 45-minute webinar, RESULTS.com President Stephen Lynch shares our proven best practices to help you coach and mentor your team members for maximum performance including: The right way to set goals. How to coach your A-Players. How to confront and deal with poor performers.

1. Coach Your People
for Maximum Performance
Best practices based on research and 20+ years of real-world
experience helping clients execute their strategy and win!
Presenter: Stephen Lynch
Role: President, Head of Strategy at RESULTS.com
Linkedin: linkedin.com/in/stephengeoffreylynch
Slides: results.com/slides
Software Demo: results.com/demo

4. Best practices based on research and 20+ years of real-world
experience helping clients execute their strategy and win!
Presenter: Stephen Lynch
Role: President, Head of Strategy at RESULTS.com
Linkedin: linkedin.com/in/stephengeoffreylynch
Slides: results.com/slides
Software Demo: results.com/demo
Coach Your People
for Maximum Performance

12. Coach Your People
for Maximum Performance

13. 1. Lack of focus (too many projects/metrics)
2. Lack of current, accurate data
3. Lack of performance feedback & coaching
3 reasons for poor performance

14. “If you have more than three
priorities, you don’t have any”

17. 1. Lack of focus (too many projects/metrics)
2. Lack of current, accurate data
3. Lack of performance feedback & coaching
3 reasons for poor performance

18. Focus on Small Handful
of Metrics and/or Projects

19. Questions to identify your Metrics (KPIs)
1. What result or outcome are we looking for?
2. What “activities” or “actions” drive this outcome?
3. What “effectiveness” measures let us know how well these
activities are being performed?

23. In the past, we used Spreadsheets

24. Now we use software

29. Aim for the stars,
even if you miss…
you’ll still reach the moon

35. RED = Unacceptable performance standard
YELLOW = Watch closely. Problem?
GREEN = Target performance standard
Questions / Answers:
#realKPIs || @RESULTSdotcom
Tracking Metrics (Key Performance Indicators)

41. In Scope
Not In Scope
Not In Scope

45. Baby Boomer
1946 -1964
Generation X
1965 - 1980
Millennial / Gen Y
1981 - 2000
Key life influences Cold War nuclear threat, NASA
moon landing, Vietnam, Civil
rights, Hippie culture
AIDS, Divorce, MTV, Cold War
ending, Personal computer,
Microsoft
Internet, Always connected,
Share everything online,
Facebook, Apple and Google
Work environment Long hours, Office only Formerly Office, Increasingly
working from home
Office, Home, Wherever,
Desires flexible work hours
Work ethic Workaholic, Quality focus,
Team player
Clear direction, Get tasks done,
Self reliant, Free agent
Entrepreneurial, Variety,
Multitasking, What’s next?
Management style Hierarchy, Chain of command Everyone should manage
themselves, Challenge people
Collaboration, Consensus
Personal Motivators Salary, Job title, Feeling valued
and respected
Money, Freedom, Break the
rules and do it your own way
Meaningful work,Maintain
personal life, Training, Mentoring
Mentoring Does not like feedback. Does
not take negative feedback very
well
Does not think feedback is
necessary. Will ask for it they
want it
Wants frequent management
feedback, Feedback on demand
at the push of a button
Internal
communication
Face to face meetings focused
on process, Memos
Face to face meetings focused
on results, Emails
Face to face participative
discussions, Emails,
Collaboration software
Client
communication
Face to face, Phone Face to face, Phone, Email Email, Social Media, Instant
messaging
Career Goals Climb the ladder at one
company, Job security
Build transferable career with
variety of skills & experiences,
Build a business.
Build several parallel careers or
businesses simultaneously

46. Only 36% of employees report
that managers are discussing their
Goals and Tasks with them
Only 29% of employees report
they are getting feedback on their
results from their manager
Training Magazine - July 2013

49. Fixed Mindset
(praise the person’s ability)
Growth Mindset
(praise the effort that led to the outcome)
You are really smart Well done for sticking at it until you solved it
You always deliver Thanks for working to get it done on time
You’re a good person I like how you chose to handle that situation

50. Questions / Answers:
#realKPIs || @RESULTSdotcom

51. “Leaders owe it
to the organization
& their fellow workers
not to tolerate
non-performing people
in important jobs”

53. Metric off track? Project overdue?
What’s happening here?
What 1 thing can we do this week to
improve this?
What support do you need?

54. RESULTS
BEHAVIOR
Grading Performance

55. Action Plan
GREEN QUADRANT
Recognize, train, develop, and retain your A-Players
YELLOW QUADRANT
Coach or redeploy B-Players with potential to become A-Players
- Sub-standard “Results”? Put on formal improvement plan with firm deadline
- Time limit for person to achieve A-Player standard for “Results” in role = ?
ORANGE QUADRANT
People who do not live your Core Values are toxic to your culture
- You can change what people know, but can you change who they are?
- Create awareness. Give them the opportunity to modify their behaviors
- Time limit for person to achieve A-Player standard for “Behaviors” = ?

56. A-Player Career Development
A1: Senior leadership potential
A2: Middle manager/supervisor potential
A3: Recognized specialist/expert in their current role
– Irreplaceable in their present role
– Not everyone wants to be, or is naturally wired to manage and coach of
a team of people, and that’s perfectly OK
– Create prestige, remuneration, and a job title to acknowledge your
recognized specialists/experts, rather make them become managers in
order to feel like they are making progress in their careers

57. Why A-Players Leave
Not feeling adequately recognized or rewarded
Not enough ongoing coaching and mentoring
Not enough feedback or attention (their managers are too busy
trying to “fix” B-Players)
Not enough challenge
Not learning anything new
Unclear career path

58. Professional Development for A-Players
New challenges, projects and responsibilities
Exposure to decision making and strategic planning
Courses and training programs
Personal development coaching and mentoring
Opportunity to attend industry conferences
Recommended reading

59. ★ 15-30 mins recurring weekly appointment
★ Review Goals and Tasks
★ Weed garden. What’s happening here?
★ The “1 Thing”?
★ What support do you need?
★ How are you feeling?
★ Share any issues you want to raise
★ Finish with praise and encouragement

61. “...a ticket to the game”

64. Strategy Execution – Getting it Right
Growth inhibited by:
- No Strategic Plan. Strategic Plan not updated every Quarter
- Wrong person in the role
- Wrong Metrics / KPIs
- Too many Goals
- Unrealistic performance thresholds
- Not keeping Goals & Tasks current & visible every week on software dashboard
- Not running 1-on-1 meetings to discuss results
- Not holding every person firmly accountable for performance
- No consequences for poor performance
- Waiting too long to address poor performance
Growth maximized by:
- Strategic Plan for future industry success. Updated every Quarter
- Right person in each role
- Right Metrics / KPIs
- Realistic “green” performance thresholds – adjusted regularly
- Goals & Tasks kept current & visible every week on software dashboard
- Weekly 1-on-1 meetings to discuss results
- Every person held firmly accountable for performance
- Good performance and progress praised and recognized
- Poor performance discussed every week and addressed promptly

68. Best practices based on research and 20+ years of real-world
experience helping clients execute their strategy and win!
Presenter: Stephen Lynch
Role: President, Head of Strategy at RESULTS.com
Linkedin: linkedin.com/in/stephengeoffreylynch
Slides: results.com/slides
Software Demo: results.com/demo
Coach Your People
for Maximum Performance