HIGH PERFORMANCE MANAGEMENT CONFERENCE

COACHING AND FEEDBACK

Source: Zenger / Folkman research on strengths-based Leadership Development.

Why Coaching and Feedback? Because coaching and giving feedback leads to…

Less turnoverHigher employee engagement and

productivity

Higher customer satisfaction

70%

50%

40%

Employee Engagement

…the extent to which employees commit to something or someone in their organization and how hard they work and how long they stay as a result of that commitment.

Source: CLC1B1FBRB © 2009 The Corporate Executive Board Company. All Rights Reserved.

Can I offer you some

feedback?

Hearing fast footsteps behind

you at night=

“Our brains are programmed to respond one way to perceived threats and a totally different way to something that promises to be positive. We should set the proper stage as quickly as possible.

Source: Just Tell Me! 5 Strategies For Giving Difficult Feedbackhttp://www.forbes.com/sites/jackzenger/2014/01/20/just-tell-me-5-strategies-for-giving-difficult-feedback/

”

What type of Coaching?What Feedback?

Two Types of Coaching

Performance Improvement• Improve skills and/or

knowledge• Adapt or change behaviors• Stop behaviors that are in

violation of rules or codes of conduct

Developmental• Leverage strengths• Build upon current ability or

build new strengths and ability

• Align with individual interests and values

Optimal performance in the present; preparing the individual to excel in the future.

Improve performance and/or modify behavior to align with expectations and standards.

Think about your Team

• Think about your own team of employees

• Which employees are:– High Performers– Average Performers– Low Performers

High Performers Average Performers Low Performers

• Delegate tasks• Teach others• Provide career

enhancing opportunities

• Fill in for you when you are out

• Lead improvement teams or task forces

• Promote

• Increase responsibilities • Give frequent, specific

feedback• Partner with a high

performer• Find opportunities to

praise• Assign a mentor

Be careful. Don’t spend so much time here that it takes away from coaching your other team members!• Clarify standards and

expectations• Communicate priorities,

set timelines for work• Determine/clarify how

performance will be evaluated

• Show/tell as needed

Coaching Different Employees

Coaching GuidelinesPerformance Improvement• When? Impromptu

• How Long? 30 – 45 minutes

• Who? Almost always the manager

• Dialogue: 60% Manager and 40% employee; Manager goes first

Developmental• When? At least 1x / month

• How Long? 30 - 45 minutes; one or two areas

• Who? Manager initiates but invite employees to be proactive

• Dialogue: 50 / 50 balance

Coaching Principles

• Observe without interpretation

• Ask more questions than you make statements

• Listen carefully for content and emotion

• Maintain or enhance self-esteem

• Invite self-accountability

• Provide support

Application Activity

Think about your team of employees and identify:– An average or high performer

whose performance you would like to see enhanced

– An average or low performer whose performance must improve or who exhibits behaviors that need to change

Application Activity

Start a Coaching Planner and fill out as much as you can in Step #1 and #2.

What Feedback?

Developmental

Optimal performance in the present; preparing the individual to excel in the future.

Performance ImprovementImprove performance and/or modify behavior to align with expectations and standards.

“The best leaders give direct and honest feedback, and ask for feedback.

”

• Keep doing something • Stop doing something• Do something differently

Situation

Behavior

Impact

Next Steps

When and where the observed behavior

occurred

What the employee said or did

(observable)

Effect on you/others in terms of thoughts, feelings, or actions

Future actions or alternative/desired

behaviorThe SBI Model is from the Center for Creative Leadership.

Situation Guidelines

– Time and place

– ‘I’ statement that describes the situation and your objective or purpose

“Yesterday when we were in a meeting…”“On Monday, I saw your presentation…”

“I want you to succeed here, so we need to address your attendance.”

Behavioral Observation Guidelines– Behavioral Observation…

– Is NOT…

records what people do or sayidentifies things we see and hear

what we believe caused the action or what it means (interpretation)an analysis, judgment, generalization, or assumptions (evaluation)

What are the Behaviors?

Behaviors• Did not check if Deepa was on

the phone before speaking• Used a raised voice• Pointed your finger at Deepa

and leaned across the table• Used words/phrases like ‘what

is it with you new people’ and ‘it’s not always about you, you know’

Interpretation• Let frustration get the best of

you• Taking out frustration on

Deepa

Evaluation• Controlling• Unprofessional• Rude

NOT…

OR…

Behavioral Observation InterpretationConrad walked out of the meeting 30 minutes before it was finished.

Conrad was annoyed.Conrad had an appointment

David’s eyes filled with tears. David has a cold.David didn’t get enough sleep.

Brenna did not say anything when Peter asked her a question.

Brenna did not hear Peter. Brenna was embarrassed.Brenna resented Peter’s question.

Behavioral Observation Evaluative StatementEllen talked more than others on this topic and several times she cut others off before they finished.

Ellen is rude.Ellen wants to be the center of attention.

“Harold, you’ve challenged most of the statements Deepa has made today.”

“Harold, you’re trying to show Deepa up.”“Harold, you’re being stubborn.”

Conrad walked out of the meeting 30 minutes before it was finished.

Conrad is irresponsible. He doesn’t care about others.

More Practice!“David, it is irresponsible of you to keep missing your deadlines.”

“David, this is the third time in six months that you missed a deadline on this project.”

“Harold, you’re being stubborn. You need to stop arguing with everyone.”

“In our meeting today, you challenged just about everyone that commented on the project plan.”

“You don’t care about this project the way that the rest of us on the team do.”

“The past few status meetings, you’ve had conflicts and been unable to attend or you had to leave before it was over and we reviewed action items.”

– An “I” statement that describes…

Impact Guidelines

Opinion / Evaluation Emotion

…you show/showed… [teamwork]…you are/were… [overconfident, aggravating, helpful, stubborn, right, wrong]

…I feel/felt/am/was angry, anxious, confused, confident, exasperated, energized, frustrated, gratified, irritated, impressed, nervous, relieved, uneasy

Thoughts [opinions] or feelings [emotions]

– “I” statement

– A question

– For Performance Improvement, a directive

– In Developmental, a discussion

Next Steps Guidelines

“… I want you to handle things differently next time...”

“How could you handle this differently?”

“Next time this happens…”

“Let’s discuss how you could…”

Do’s and Don’ts

“I feel like…”

“You think…”

Several times

“I feel happy/sad/mad.”“I believe/I think that is wrong.”

“I believe…”“I think…”

“Three times in the past week…”“Yesterday, after our meeting…”

Application Activity

• Let’s return to your Coaching Planner

• Fill in what Feedback you will give during the Coaching Session