Ask:What is the goal of counseling an associate? To help associates improve.What part of our counseling process is designed to help an associate improve? During the counseling process we should be outlining expectations and helping associates to self discover how to improve and digging down to discover the root cause of the behavior/concern rather than telling the associate what’s wrong and that they need to fix it.How do you counsel in a way that helps associates improve and ensures that goals are achieved? Instead of telling the associate they need to fix _________, you help the associate discover how their behavior is perceived by others. This allows the feedback to be specific and focuses on what appropriate behavior should look like.
Emphasize:Determine why you are coachingBreak it down into specificsExample – Coaching CSATs means coaching greet and assist or product knowledgeExamine the factsAsk yourself how you identify relevant behavior(s)Observation, feedback from others, and KPIsCoaching greet and assist means identifying why person is not scoring high in this areaResult may be person is working with back to door or not looking up when someone walks inIdentify behaviors which need to change – specifics help person know what to do rightDevelopmental level is relevant Ask what level person is – will help you determine what coaching steps to take Helps you determine if person needs training or if development area is refusal to act as required = Mistake vs. decision We develop goals based on whatObservation, feedback from others, and KPIsSeek PatternsAttendance – 90 daysPerformance – 90 daysBehavioral – 6 months to 1 yearAsk associate how to behave correctlyAsk how to achieve the goalUse specific behaviors determined above to focus on what specific actions need to occur for successExample: Clean lenses while facing the door, stop and greet all customers with a smile and verbal statement within 3 seconds of entryDetermine what must happen going forward Be specific in results that must be seen – Example: increase in greet and assist score to 80 in 2 months and 85.01 in three months, plus, 100 percent greet and assist in SERVE evaluations.Determine timelineSee above
Emphasize:Specific – specific goals have a greater chance of being achieved than a general goal. Must answer: Who is involved. What must we accomplish. What limits are present. Where is this to occur. When must this be done. Why are we doing this: benefit, purpose, reasons, etc. Make sure you tie in goals to action needed – not achieve 85.01 CSATS, do ___ ____ ___ to achieve it.Measurable – determine criteria for measuring progress. Ask: How many, how much, how do I know it’s accomplished.Agreed upon – If it’s important to you, you can attain it. -Ask associate why will happen going forward – think about how to make it important to the associate – motivation is key – speak to your audience, not yourself. If it’s important to them, they’ll help figure out how to achieve the goal. Agree, don’t dictate. Seek their input and use it.Realistic – Realistic is tied to agreement and belief goal can be achieved. Big goals are often easier to achieve. This is because low goals don’t require any effort. Effort leads to achievement, which leads to achievement. Plan realistic mini-steps and timeframes to keep the momentum going. Ensure each step represents realistic, but effort requiring progress. Remember, agree, don’t dictate. Time bound – Deadlines create sense of urgency, which drives effort.
Emphasize: (Steps very similar to COACH)Be objective – see whole employee, not just reason for counselingBe sincere – If you don’t believe it, don’t say itHow can you change opinionHave data ready and ask about impact to customer, associate, and storeCustomer complaint – date and time, scenario Attendance – dates Performance – metrics Observation – dates and time actions took placeBehavior – descriptive statements Establish why you’re meetingAsk what’s going wellAsk what could be done differentlyEstablish the benefit to the store, customer, and associateSeek input and feedbackConversations are two wayHow do you get specific answersOpen ended questions – what, how, whenListen activelyAsk follow up questions What is empathy Ask how do you show empathy
Emphasize: Ask for solutions after you get buy inManager should feel comfortable letting the associate develop the solutions him/her selfManager should feel comfortable being silentSolutions help associate move towards future and away from problemThis is not a time to talk about problems, but focus on change neededIf associate won’t participate, generate own solutions and then seek agreementPractice perfect performance, SKILL for training, COACH for reinforcementAsk why is agreement important and discussNext steps must be specificDon’t accept general statements, I’ll do better – What should you seekForce specifics Ask how should you document requirements and due datesKeep written notes and have associate review Ensure the associate follows upEnd on a positive
Emphasize:COACH is the model ECCA will use going forward to address performance or behavioral concerns. The goal is for the whole interaction to last less than 5 minutes. You should use this on the sales floor to reinforce the behaviors we have noted in the counseling process. Quickly review the COACH process:1. Start with a positive – congratulate good behavior. Be specific and sincere. Which would be more impactful:You’re doing great work. That last sale was great. What did you do well?2. Outline and review what’s expected. Ask the associate so you know they understand.3. Analyze opportunities and practice. This is basically role playing. It’s reinforcement though repletion.4. Communicate the benefits. Ask the associate what the benefits of the action or behavior are for them, the store, and the customer.5. Have the associate establish commitment. Ask them for it and then set up follow up times.
SKILL is used as part of the COACH process to ensure perfect practice of behaviors we want associates to model.SKILL is ECCA’s model for training or retraining associates in a skill or behaviorIt has five easy steps, which should be performed away from the customerSet up the scenarioExplain why you’re training Explain what you want to accomplish, including specific objectives and expectations Key in on role assignmentsDefine your rolesIdentify opportunities for improvementPracticeAsk the associate to evaluate his/her performance Launch role playRepeat role play to achieve perfect practiceLet them give you their commitment Set goals for improvementSMART Goals may be used
Emphasize:Remember that regardless of whether you are Coaching or counseling an associate you want to say it positive: It’s all in how you say it, not just what you say. The goal is to use words that allow the associate to be open to your message. Instead of saying, we have a concern, say I’d like to talk to you about your _________. Ask questions to let the associate tell you why you’re meeting.Sticking to the facts, is a great way to present a situation without judgment. Let associates evaluate the facts and draw conclusions by asking questions Practice how to do it right. People want to behave correctly, often if they fail, it’s because we never told them how to do it right. Role play the scenario: Greet associates in 3 seconds with a smile and good eye contact, instead of you didn’t greet them. Remember, when discussing behaviors, focus on perceptions Don’t accuse someone of being rude, ask them how they would feel if ____ or what they would perceive if ______________.We need to change perception of action, not actionMany times people don’t think they are doing the action
ROLE PLAY:Break into groups of 2 to 3Discuss scenarios If people have their own topics, let manger present scenarioAsk team to create SMART goals for scenario resolution and prepare to present meeting with one person acting as manager and another acting as associateHave each group role play for groupRepeat with second scenario or manager topic
Smart Goals Presenation And Leaders Guide 2008
June 2008<br />SMART Goals <br />Eye Care Centers of America<br />
Discussion<br />What is the goal of counseling an associate?<br />What part of our counseling process is designed to help an associate improve?<br />How do you counsel in a way that helps associates improve and ensures that goals are achieved?<br />June 2008<br />
Preparation<br />Ask important questions in advance<br />Why are you counseling the associate<br />What behavior are you counseling<br />What is the associates developmental level<br />What goals should be set<br />What does acceptable performance look like<br />What action should result from the meeting<br />When should improvement be seen<br />June 2008<br />
SMART Goals<br />Specific <br />Who, what, when, where, which, why, and how<br />Measurable<br />Establish how to measure the process<br />Agreed upon<br />Any goal can be attained, if you want to<br />Realistic<br />Bigger goals are often easier to achieve<br />Time bound<br />Time adds a sense of urgency<br />June 2008<br />
Formal Counseling Meeting<br />Establish why you’re meeting<br />Praise contributions and successes<br />Share belief in associate’s potential<br />Ask what’s going well<br />Ask what can be done differently<br />Ask why the wanted action is important<br />Specific impact on customers, coworkers, business, and self<br />Ask for feedback<br />Ask associate for their goals<br />Ask what they think are their development needs<br />Ask for input on reason for meeting<br />Require specific answer<br />Demonstrate empathy <br />June 2008<br />
Formal Counseling Meeting 2<br />Ask for a solution<br />Ask what the solution should be<br />Practice the behavior or performance skill<br />Use SKILL in the meeting<br />Use COACH for reinforcement afterwards<br />Ask for a commitment<br />Reinforce the benefit <br />Ask about the impact on customers, coworkers, business, and self<br />Ask about and agree upon next steps<br />Be specific, measurable, realistic and time bound<br />Agree on requirements and due dates<br />Reinforce belief in successful outcome<br />Share belief in potential<br />Reiterate other successes and contribution<br />Place follow up obligation in associate’s hands<br />June 2008<br />
More Counseling Tips<br />Keeping focus<br />Ask<br />Use open ended questions <br />“What could we have done differently?”<br />Lead <br />Use leading questions<br />“What tool could you have used to ____?”<br />Tell<br />Tell the associate the answer<br />“Using the selling mat would have ______.”<br />Controlling sidetracks<br />Ask what occurred<br />Refocus on the concern<br />Lead if necessary<br />Wait for a response<br />Silence draws it out<br />Ask what is the goal<br />Policy or procedure<br />Return to Counseling<br />June 2008<br />
COACH<br />Congratulate associates on positive behavior<br />Outline and review the expectation<br />Analyze opportunities and practice<br />Communicate the benefits<br />Have associate establish commitment<br />June 2008<br />
SKILL<br />Set up the scenario<br />Key in on role assignments<br />Identify opportunities for improvement<br />Launch role play<br />Let them give you their commitment<br />June 2008<br />
Keep it Positive<br />Say it positive<br />Avoid issue, concern, or problem<br />Ask open ended questions<br />Stick to the facts<br />What is your greet and assist CSAT score<br />What could you have done differently<br />Show it right<br />Practice the right way to do things<br />Focus on outcomes<br />For behaviors, focus on perceptions<br />June 2008<br />
Recap<br />What does SMART stand for<br />Why is it helpful<br />How does this differ from COACH<br />How do you keep it positive<br />Lets practice<br />June 2008<br />
June 2008<br />Questions <br />or<br />Comments <br />