2014 Lead Training Performance Coaching – How to Tap into the Strengths of your Employees & Train...
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Transcript of 2014 Lead Training Performance Coaching – How to Tap into the Strengths of your Employees & Train...
2014 Lead Training
Performance Coaching – How to Tap into the Strengths of your Employees
&Train the Trainer
Recognize practical ways to increase your communication & coaching
Identify ways to deal with difficult employees and build rapport through the power of appreciation
Learn strategies to increase your effectiveness as a trainer
Identify your style of communication and recognize ways to tap into the strengths of others
Understand and more fully value the communication preferences of different people
Discover how to better deal with conflict
Learn how to build collaborative relationships with others
Begin to map out action steps that will help you model service leadership
This workshop will not be
boring!
jandwyerbang.com/DOR
Carol K. Nelson, Director
Department of Revenue employees are committed to providing exceptional customer service.
Revenue is recognized nationally for its leadership, innovation and compliance.
What is your desired outcome?
Communication
• Be direct• Be clear• Be human• Be flexible
Listening
• Empathetic Listening• Paraphrasing• Restatement• Body Language• Vocal and words• Eye Contact• Facial expressions• Silence
Questions
• Open Ended• Closed-Ended• Test Assumptions• Manage the conversation• Clarifying• Probing
Goals
Fears
Motivations
Ways of seeing the world
PPT 9-6
Considerations
Common Language
Safe for everyone to useSafe for everyone to use
Non-threatening Non-judgmental
23
The Workplace
Administering the DiSC Preview Assessment
It is not a test. You cannot pass or fail. There are no right or wrong
answers. There is no one style that is better
than another.
• DiSC® Preview helps us identify the different ways we behave so we can:
•Minimize potential conflict with others
•Maximize our potential for success
Purpose
Active
Thoughtful
Questioning Accepting
PPT 4-2PPT 4-3
Active
Thoughtful
Accepting
Questioning
PPT 4-4
Dominance
• Results• Solves problems• Direct communication
Get ‘er Done!
influence• Engaged• Collaboration• Persuasive
Let’s have fun!
Steadiness
• Stability• Teamwork• Listening
Why don’t we all get along and keep things the same?
Conscientiousness• Quality• High standards• Diplomatic
Do it right the first time
A Day in the Life
Describe what it is like to be your style
Use your profile and experience
Use words, statements, pictures, etc.
Consider the questions on the handout
Strengths Are…
• Extensions of our natural behavior.
PPT 5-5
PPT 4-2PPT 4-3
PPT 4-4
Thoughtful Steadiness
Accepting
Influence
Accepting
Steadiness
Active
Questioning
Dominance
PPT 4-7
Influence
Active
Dominance
Questioning Questioning
Conscientiousness
PPT 4-2PPT 4-3
PPT 4-4
Thoughtful Steadiness
Accepting
Influence
Accepting
Steadiness
Active
Questioning
Dominance
PPT 4-7
Influence
Active
Dominance
Questioning Questioning
Conscientiousness
Direct, results-oriented Expressive, Relationship
Analytical, Deliberate Supportive, Cooperative
PPT 4-15
My Value to the Organization
Behaviors in the extreme
OH-23
In normal situations
Under pressure
Extreme behavior
D In charge, decisive
Demands Leaves
i Persuasive, enthusiastic
Oversells Gives up Pouts
S Supportive, friendly
Gives in Acts hurt Accuses
C Careful Quiet Is indecisive Gets emotional Attacks
Conflict and StressConflict and Stress
PPT 6-2
D i
SC
Tends to:ASSERT
Tends to:SUPPRESS
PPT 6-16
D i
SC
Focuses on:FEELINGS
Focuses on:LOGIC
PPT 6-17
Responses to Conflict
PPT 6-17
WITHDRAWGoal: Justice
COMPLYGoal: Harmony
EXPRESSGoal: Acknowledgement
DEMANDGoal: Victory
Focuses on:FEELINGS
Tends to:SUPPRESS
Focuses on:LOGIC
Tends to:ASSERT
PPT 6-18
There is no best style.
All styles have strengths and limitations.
All styles can be more or less effective.
People are a mixture of styles.
PPT 7-3
There are no good or bad styles.
Remember That…
Introduction to People Reading
• Body Language• Posture• Use of hands• Facial expressions
• Tone• Pace• Inflection• Volume
• Words
PPT 7-4
Observable Behavior
No one has a “pure style”
People reading is not designed to label people
People reading can help us interact more effectively with others
PPT 7-12
Review
Step 1:
Recognize
People have different communication styles.
PPT 9-9
Step 2: Understand
Step 1:
Recognize
People have different
GoalsFearsMotivationsWays of seeing the world
PPT 9-10
Step 3: Adapt
D
C S
Step 2: Understand
Step 1:
Recognize
Develop productive interactions by adapting as needed.
D
C S
i
PPT 9-11
OH-23
What is your communication style?
What happens when you are stressed?
Identify what you need from the team to be effective.
As a team, talk about how you can work together.
Enhancing Team Effectiveness
OH-23
Is there a predominant style that describesyour team?
D culture – quick decisions, direct answers and a competitive atmosphere. Interpersonal communication may suffer in this environment and those less assertive may feel overwhelmed
i culture – energetic atmosphere, a focus on innovation, and lots of time spent in meetings or social gatherings. Those less people-oriented may be frustrated by the focus on group activities and poor planning and lack of details may prevent an I culture from implementing any ideas
OH-23
S culture – stability, predictability, and friendliness. Values strong teamwork and a management work-life balance. Stagnation may be a risk in this culture and efforts to move the organization forward may met with hesitation
C culture – quality, accuracy, and order. Cynical toward new ideas and trust usually has to be earned. The group may miss opportunities because it spends so much time analyzing and may resist growth for fear of lowering its standards
Is there a predominant style that describes your team?
OH-23
Implications of Group Culture
What does your group value the most? What types of behaviors does it reward? What does it encourage?
D culture - Results, independence, achievement, decisiveness, and success
i culture - Enthusiasm, optimism, collaboration, passion, and fun
S culture - Thoughtfulness, teamwork, humility, stability, and harmony
C culture - Accuracy, dependability, precision, competency, and quality
Action Planning
Coaching is partnering with individuals in a thought-provoking and creative process that inspires them to maximize their personal and professional potential…the coach’s job is to provide support to enhance the skills, resources, and creativity that the client already has.
-ICF – International Coaches Federation
Performance coaching is a one-to-one relationship that supports a person to improve aspects of their performance at work or work-life balance. This may include particular working relationships, delegation or decision-making as well as overall career direction.
-ICF – International Coaches Federation
"Successful coaching is a mutual conversation that follows a predictable process and leads to superior performance, commitment to sustained improvement, and positive relationships."
- Cindy Coe, Dennis C. Kinlaw and Amy Zehender, Coaching for Commitment
Basics of Coaching
• A coach takes an “ask” vs. “tell” approach.
• A coach guides another person through questions, not directives.
• A coach helps the person find their own answers and take action.
Basics of Coaching
• The tools of a coach are listening and asking powerful questions.
• Coaching can help all employees - not just the top or bottom performers.
Benefits of coaching
For the PBC(Person Being Coached)
For you as a Leader
Fresh perspectives New discoveries Better decision making Increased confidence Build commitment to
tasks Enhanced job
satisfaction
Engaged workers Cohesive teams Improved
communication Higher productivity Goal achievement Better results
The New Workplace
“We are being judged by a new yardstick; not just how smart we are, or by our training and expertise, but also by how well we handle ourselves and each other.”
-Daniel Goleman, Working with Emotional Intelligence
Trends in your industry
•Doing more with Less
•Value of Partnerships
•Need for safe & secure facilities
•Importance of accountability
•Budget issues
Coaching Assessment
Coaching Skills
Input–Observing – What the person
says; How the person communicates; themes and patterns; communication style
Coaching Skills
Input–Listening – Everything in
coaching hinges on listening.
W = Why
A = Am
I = I
T = Talking?
Coaching Skills
Output–Questioning –Powerful
questions invite possibilities, discoveries, and insights
Coaching Skills
Output–Informing – Helping the
person see things from a fresh perspective; offering your input.
Coaching Skills
Output–Encouraging – Affirm the
person, recognize forward movement, acknowledge accomplishment (Verbal and Non-Verbal forms)
Coaching Skills
Output–Challenging – Courageously
calling out certain behaviors; asking a penetrating question.
Steps of a Coaching Conversation
1. Establish focus2. Discover possibilities3. Plan the Action4. Remove the Barriers5. Recap
-Adapted from “The Coaching Conversation”, authored by Drs. Lee Smith and Jeannine Sandstrom
Coaching Model The Manager Tools: www.Manager-Tools.com
Resources
Plan
Goal
Act
Leadership and Learning
What Next?
GENERATIONS
Generation Timelinefrom Mixing and Managing Four Generations of Employees
Greg Hammill
Veterans, Silent's, Traditionalists
Baby Boomers Generation X, Gen X, Xers
Generation Y, Gen Y, Millennial, Echo Boomers
•Hard work•Duty before fun•Adhere to rules
“Your experience is respected”
•Workaholics•Work efficiently•Desire quality•Question authority“You are valued, you are needed”
•Eliminate the task•Self-reliance•Want structure and direction•Skeptical“Do it your way, forget the rules”
•Multitasking•Tenacity•Entrepreneurial•Tolerant•Goal oriented
“You will work with other bright, creative people”
TraditionalistsTake time to orient the Traditionalist
Talk in terms of big picture
Train them in technology
Use the personal touch in motivating
Honor their knowledge and experience
Baby BoomersProvide opportunities to work on
exciting projects that change the future of your agency
Use participative management & warm and respectful communication
Provide public recognition to honor their experience
Use coaching and offer training - Baby Boomers are life long learners
Provide interesting challenges to tap into their work expertise
Gen X’ers Reward this generation with freedom (Paid time off, relaxed
dress codes, open office designs - Repeat “We want you to have a life”)
Provide a fun and relaxed place to work
Provide leading edge technology, innovation, and hands off management
Give them lots of resources in a variety of media to learn and develop
Provide simultaneous tasks and projects- they are used to juggling
Millennials
Motivate this generation with tangible and intangible rewards (ability to work with other creative people, creating a fun environment, allowing them to participate in decisions)
Emphasize employee engagement and a sense of community
Help them learn, tune into their technology
Be approachable in your communication
Provide plenty of feedback
Importance of Modeling
“No one will believe you're serious until they see you doing what you're asking of others.”
-Jim Kouzes and Barry Posner, The Leadership Challenge
Train the Trainer
PRE Training
Preparation and Organization• Tailoring the training to the audience• Creating a logical flow in your training• Developing a training outline• Organizing Tips
Preparation Basics• Time limit• Who is the audience?• What does the audience already know? What do they want to
know?• Goal of your presentation• What can I realistically cover within the time limit• What is the material I MUST include?• What material can I cut or shorten?
“A well-designed training program is like a fishing pole, each section can stand on its own”
Your Initial Research
• WHY? (Why is this talk important and why am I doing it?)
• WHO? (The right speech to the “wrong” audience” is the wrong speech)– Level of people in audience– Technical people in audience?– Decision makers present?
• WHERE? (size of the room, lighting, table and chair set up)
• WHAT? (What am I trying to achieve in this talk?)– From Ed Scannell, Center for Professional Development and Training and Larry
Lottier, Dana Corporation
DURING Training• Make it about them - not about you• Make it relevant and interesting• Review key concepts throughout the training• Engage your audience• Seek feedback throughout your training• Ask stimulating questions that provoke
discussion
Stabilize your FEAR
PreparationPractice Successful experiencePositive Self-DialogueVisualizing
Quote for Thought
“The best way to conquer stage fright is to know what you are talking about.”
- Michael Mescon
POST Training• Create an effective evaluation form • So what? What next?• Encourage participants to review material and
apply the training in their work• Provide follow-up (if appropriate)• Observe those you trained to make sure they
are applying what they learned
Action Planning