Powerful Act of Coaching Employees

Powerful
The

act of
Coaching
a presentation brought to you by:
John Bradford

John Bradford
John Bradford is the Senior Vice President of Profiles International Consulting and Coaching
Services. John is the driving force behind Profiles’ global consulting team, helping
organizations identify, develop and deploy executive-level leadership talent. His ability to
identify the business context of situation and apply creative thought to desired business
results enables him to craft practical and realistic solutions that can be implemented from
the C-Suite to the front line.

Most recently, John and his team worked with a global company to identify the executive
competencies that indicate leadership readiness. Using projected business results and the
company’s 2020 Vision, John’s team developed an Executive Assessment process that
accurately and reliably identified incumbent leaders who are candidates for higher lever
positions, strengthening the leadership pipeline and allowing for succession planning.

John’s team provides Executive Coaching Services for incumbent and aspiring global leaders
on five continents. He has worked with businesses of all sizes and within a wide variety of
Senior Vice President industries. John’s focus on the achievement of business results and ability to help clients
Training & Consulting Services implement simple, practical and cost-effective solutions makes him a sought after resource
for clients around the world. Some of John’s recent clients include AECOM, Eastman
Chemical and Raytheon Corporation.

A thought leader in the area of leadership development, John authored the Profiles’
CheckPoint Leadership Skill Building and Coaching series consisting of 18 Leadership Skill
Builders. These Skill Builders include an on-the-job leadership process, practical leadership
development activities, and a supporting coaching guide.

Prior to joining Profiles International, Bradford served on the faculty at the University of
Missouri-Columbia. He has held senior positions with Fortune 100 and 500 companies,
imagine great people
®
shouldering full responsibility for organizational and employee development. He has also
served as President and CEO for a United States based consulting firm.

www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.

Who We Are

• Founded 1991
• Over 45,000 clients served worldwide
• Offices in nearly 130 countries
• Founding member of the Association of
Test Publishers
• Microsoft Certified Partner


Creating Value for Clients
We support our clients through the full employee
life-cycle, helping them identify the best people for their
jobs and then developing them to their fullest potential.


Diverse Base of Marquee Clients

Financial Services Retail & Consumer Travel & Hospitality Education & Government

Technology Healthcare Energy & Utilities Business Services

Client Highlights

• 11,000 + active clients
• Client base includes 152 Fortune 2000 companies
• Represented in nearly 130 countries

Clients We’ve Served


Introduction
• The flawed annual performance review

• Transition from performance review to coaching

• Performance coaching

• Coaching and development

• Elements of successful coaching

1

Introduction
The Reality of Today’s Workplace
• Over 70% of people in the workforce report not being
engaged and 60% plan to leave their job when the
economy turns around.

(Source: Right Management)

• The number one reason? The immediate manager.

(Source: Gallop Organization)

2

Introduction
Poll #1
Think about the managers you’ve had
during your life. Have you ever had a
manager you felt didn’t do a good job?

 Yes

 No

3

Introduction
Poll #2
If you said “yes,” what was the eventual
outcome of that manager-employee
relationship?
A. I ignored it and just did my job.
B. The manager left or was fired.
C. I found a new job, either at my company or
with another one.
D. My manager changed his or her practices and improved.

4

Why Coaching?

• Two months of the average
worker’s year is wasted.

• Cost to business due to wasted
time is $150 billion.

(Source: Robert Hall International)
5

Why Coaching?

• Training, when combined
with coaching, increases
productivity by 86%, as
opposed to a 22% increase
with training alone.

6

Defining “Coaching”
Executive
CEO/
Coaching BoD

Exec. Team
Senior Leaders
Performance
Coaching
Leadership Business Leaders
Coaching

Team Managers

Team Leaders

Employees

7

Managing vs. Coaching

Managing is . . .

• Achieving results through others
• Evaluating performance
• Staffing people to specific projects or tasks

Coaching is . . .

• Encouraging employees to find their own
solutions
• Helping employees reframe challenges
• Modeling and explaining new skills
8

Take Steps Toward Performance Coaching

Acknowledge, Institute, Check
• Acknowledge that good performance rarely
happens by accident
• Lack of performance training
• Small impact of leaders on performance

• Institute a new system of coaching
• Start at the top
• Examine corporate culture and strategy
UPDATE GRAPHIC • Define and describe the new system

• Check to make sure the system is instituted well
• Don’t cut corners
• Monitor managers’ progress
• Always inspect what you expect
• Accountability at all levels
9

Performance Appraisals vs. Performance Coaching

What is wrong with the performance
review?

• Current performance review system
• Annual event
• Rates performance
• Good motives
• Snapshot of employee’s yearly performance

• Comparative performance reviews
• Ranking employees discourages teamwork
• Competition doesn’t help in talent shortages

• No consistency during performance reviews
• Rushed meetings
• Limited opportunity for feedback
10

The Common Threads of Coaching and Development

Coaching delivers major results
Where it Keys to
Applies Success • Bersin & Associates discovered seven
processes that ensure the best performance
All managers
Manager throughout
Strong focus on
competencies,
management:
Coach the
organization
training and 1.Goal-Setting
assessment
tools 2.Alignment of performance goals with
organizational goals
People in
Assigned transition or
Internal
education and
3.Employees self-assessments
Coach sometimes identification of 4.360-degree assessments
in crisis key problem
areas 5.Manager appraisals
6.Competency assessments
External
Top leaders,
HIPOs,
Selected 7.Development planning
identification of
Coach special high value
situations opportunities
• Use feedback, development, training and
assessments to drive success
11

Essential Management Coaching Skills
Help the manager develop coaching
skills
• Corporate executives must help managers
develop coaching skills
• Ability to identify people who fit the job
• Ability to create strategies that inspire
performance

• No manager comes fully equipped with the
knowledge needed to coach successfully
• Each employee’s unique characteristics
• Each employee’s work attributes
• Each employee’s fit and compatibility with
the job, team and manager

12

Job Fit

Work Performance!

• Job Fit shows how well an employee matches
the top-performers

• Knowing where the employee doesn’t match a
top performer helps the coach teach and train
113

Here’s what you see &
select and manage…

Here’s what
you get!

14

Skills Competencies
Knowledge

Here’s
Self-Concept

Attitude

Value
what
Trait
you get!
Motive

15

Job Fit Differentiating Factors

Cognitive
Abilities

Behavioral
Traits

Interests

16

How to Measure
Characteristics or
Building Blocks
 Does the person
have the cognitive
abilities that match
the requirements of
the job?

 How will the person
typically behave on the
job?

 Are the job activities
consistent with their
interests?

17

Motivation
• Coaches help employees through organizational
turbulence

• Coaches need to know how each employee will
react to challenges at work

• Assessments measure an employee’s:
• Need for control
• Social influence
• Patience and ability to be a team player
• Focus on precision and quality
• Motivational intensity and focus on change

• Knowledge helps coaches know how to motivate
each employee

18

Chemistry with the Manager

• Managerial Fit

• Identify potential conflict points

• Know what to say and how to say it

• Assessments can help the coach/employee
relationship by:
• Examining work relationship
• Identifying similarities and differences
• Providing recommendations

• Enhancing relationships, communication
and management coaching styles

19

Team Chemistry
• Teams are essential in the workplace

• Know the characteristics and behaviors of
team members

• Coaches can help by knowing the answers
to the following questions:
• Who in the team needs to be in
control?
• What characteristics does the team
lack?
• How do we avoid or resolve potential
conflicts?

• A successful coach knows the answers to
these questions before creating a team

20

Leadership

• Determining who has leadership potential in the
workplace can be a great coaching practice

• There are eight specific leadership competencies:
• Personal Development
• Communication
• Leadership Ability
• Adaptability
• Relationship building
• Task management
• Production
• Development of others

• Learning these important competencies allows the
coach to maximize leadership capabilities

21

Coaching Makes A Difference

• Don’t base important decisions on annual evaluations
• Coaching creates open lines of communication
• Transition from annual performance evaluation to
coaching by:
1.Realizing the flawed nature of performance
appraisals
2.Taking the steps to get out of your current
situation
3.Identifying the common threads of coaching and
development
4.Learning to identify job fit and specialized
knowledge about employees
5.Determining job fit and compatibility with co-
workers

22

Contact Us

Profiles Assessment Asia (Pte.) Limited
An Authorized Strategic Business Partner of Profiles International

14 , Robinson Road, #08-01A, Far East Finance,
Singapore 048545
Email: info@profiles.com.sg
Telephone: 65717031
Fax: 63334636

Website: http://www.profiles.com.sg

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Powerful Act of Coaching Employees

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