Coaching is key to helping managers achieve long-term organizational learning outcomes. But myths and misconceptions about coaching often limit managers’ effectiveness – and, ultimately, the performance of the people they should be coaching. Learn how to break the law of limited performance. Help your managers uncover their fundamental motivations for coaching, and give them the tools to develop a more productive leadership style.

1. Breaking the
Law of Limited
Performance
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4. Today’s Presenters
StevedeBree Lisa Bullock

5.  Business and Management Drivers for Success
 “Myths” and Other Factors that Impact Managers’ Success
 The Impact of The Law of Limited Performance – And How
to Solve
 Shifting Management Mindsets and the Coaching Culture
– Critical Steps for Achieving Business Results
What You’ll Discover

6. Bridging the Talent Gap
 77% of senior executives surveyed said frontline
managers are fundamental to achieving business
goals.
 Only 20% of senior executives believe frontline
managers are capable of developing talent.
Harvard Business Review Services Report

7. What challenges are we trying to solve?
POLL: Select top two
 Managing competitive pressures
 Challenged to do more with less
 Lacking accountability with low employee productivity
 Developing an engaged workforce
 Moving the needle on sales and/or business results

8. HOW ARE MANAGERS
RESPONDING TO BUSINESS
CHALLENGES?

9. HOW ARE MANAGERS
RESPONDING TO BUSINESS
CHALLENGES?

10. POLL: Select top two
 I turn up the heat, and they JUMP!
 I’ll ask my high performers to step up, to help me hit goals.
 My job is to take up the slack for low performers.
 I tell them what they are doing wrong, it’s JUST not working!
 My people have plateaued, they’ll never change.
Managers’ Beliefs
Causing them to fall short

11. My primary job is to run the business.
I don’t
have time.
My job is to
troubleshoot.
How am I going to
get the real work
done if I’m out
there coaching?

12. Coaching isn’t a priority.
They don’t pay me
to coach; I just
have to hit the
numbers.
I can’t fit
coaching into
my schedule.
It isn’t going to
impact my success
as a manager.

13. It’s not part of our culture.
We coach
once every
year…
My leader doesn’t
coach me.
They either
sink or swim in
our company.

14. Coaching is confrontational.
I don’t want
to say
something
I’ll regret.
There’s going to
be a looooong
argument.
I hate getting
pushback.

15. Half of my employees have plateaued.
There’s really no
hope for
improvement.
I’ve told
them what to
do – what
else can I
say?
You get what
you get.

16. Law of Limited Performance
People soon discover the level of performance
managers will settle for and then gravitate to that
level.
Managers then assume that’s all people are
capable of achieving, so they accept it as fact and
quit challenging them to get better.
So, both reinforce
what the other believes.

17. Where is it?
How do we tap into it?

18. Three Dimensions
Creative/
Unconscious
I
AM
EmotionalI
FEEL
IntellectualI
THINK

19. How We Form Beliefs
. .
X
.
.
. .
.
.

20. How We Form Beliefs
.
X
..
.
. .
.
.
Actions
Feelings
Behaviors
Abilities
.
.
....
.

21. How We Form Beliefs
. .
X
.
.
. .
.
.
Actions
Feelings
Behaviors
Abilities ..
Performance tends
to be consistent
with the level of
our inner beliefs.

22. The Prime Directive of Coaching
...
.
. .
.
.
Actions
Feelings
Behaviors
Abilities
.
...
.
.
..
.
Coaching is
improving
performance
through building
people and
continually
developing their
potential.

23. 5 Steps for Breaking Through
1. Ask open ended questions.
2. Listen for perceived limitations
and current belief boundaries.
3. Set incremental goals just beyond
those boundaries.
4. Use praise to reinforce success.
5. Treat failure as learning.

24. Shifting Management Focus
Support
Employee
Growth and
Success
Understand Employee
Viewpoint and
Constraints
Develop Future
Focused
Conversations
Create Employee
Self Discovery

25. Perspective Why? How?
Support
Employee
Growth and
Success
Increases
engagement and
bench strength
• Express a genuine desire to help the employee succeed
• Ask open-ended questions on employee aspirations
Understand
Employee
Viewpoint &
Constraints
Identifies the root
cause of
challenges, either
business specific
or behavioral
• Create an environment of trust, without judgment
• Ask open-ended questions regarding challenges
• Use follow-up questions to uncover root causes
Develop
Future
Focused
Conversations
Develops a
shared purpose of
delivering on
goals and
objectives
• Link employees’ actions with organizational goals
• Look for future possibilities, versus “gotcha”
conversations
• Ask questions that tap into employee creativity
Create
Employee Self
Discovery
Ignites intrinsic
motivation & new
solutions
• Ask employee to come up with their own solutions
• Avoid jumping to telling them your solution
• Flush out options and accountabilities with questions

26. Shifting Management Mindsets
Employees will rise to meet
your expectations of them.
From Towards
Understanding causes of
employee behavior.
Seeking to understand what’s
important to employees.
Stretching employee
belief boundaries.
Limited belief
in others.
Making assumptions
about behavior.
Pushing your agenda.
Making assumptions
about whether people
really change.

27. What are your managers’ key
coaching challenges?
POLL:Select top two
 Shifting their view of coaching
 Conducting conversationsconfidentlyand competently
 Creatingan atmosphere of trust
 Making coaching a priority
 Believingin a greaternumber of their employees

28. Coaching Pays Off!
“Coaching-enabledfirmsachievean11%higherbetterteamsales
quotaattainment,a14%shorteraveragesalescycle,dropping
turnoverby3%.”
AberdeenGroup:Let’sMakeaDeal,Best-In-ClassCoachingCanShortenYourSalesCycle
“Incompanieswherebothleadersandmanagersareperceivedby
employeestobeeffective,72%ofemployeesareengaged.”
TowersWatson:GlobalWorkforceStudy
“Organizationswhoeffectivelypreparemanagerstocoachexperience
130%strongerbusinessresultsand39%higheremployeeengagement
andproductivity…Whencoachingstartsatthetop,businessresults
increasebyanadditional21%.”
Bersin&Associates:High-ImpactPerformanceManagement:MaximizingPerformanceCoaching

29. “The only way we grow as leaders is by
stretching the limits of who we are—doing new
things that make us uncomfortable but that
teach us through direct experience who we
want to become. Such growth doesn’t require a
radical personality makeover. Small changes—in
the way we carry ourselves, the way we
communicate, the way we interact—often make
a world of difference in how effectively we
lead.”
HERMINIAIBARRA
CoraChairedProfessorofLeadershipandLearning
ProfessorofOrganizationalBehavioratINSEAD

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31. Upcoming Webinars
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March 10: Transitioning From Sales
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March 17: Disrupting Development
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32. Thank You!
On behalf of TrainingIndustry.com, thanks to:
Today’s speakers: Steve and Lisa
Our sponsor: Integrity Solutions
And…all of you for attending!
Questions or Comments?
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