Powerful Act of Coaching Employees

Powerful a presentation brought to you by:

John Bradford

Coaching

The

act of

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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 industries. John’s focus on the achievement of business results and ability to help clients 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, shouldering full responsibility for organizational and employee development. He has also served as President and CEO for a United States based consulting firm.

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Powerful a presentation brought to you by:

John Bradford

Coaching

The

act of


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

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

3

Poll #1

Yes No


Introduction

If you said “yes,” what was the eventual outcome of that manager-employee relationship?

4

Poll #2

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.


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”

CEO/ BoD

Exec. Team Senior Leaders

Business Leaders

Team Managers

Team Leaders

Employees

Performance Coaching Leadership

Coaching

Executive Coaching

7


Managing vs. Coaching

8

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


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 • 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

Take Steps Toward Performance Coaching

UPDATE GRAPHIC

9


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

Performance Appraisals vs. Performance Coaching

10


Coaching delivers major results

• Bersin & Associates discovered seven processes that ensure the best performance management:

1.Goal-Setting 2.Alignment of performance goals with

organizational goals 3.Employees self-assessments 4.360-degree assessments 5.Manager appraisals 6.Competency assessments 7.Development planning

• Use feedback, development, training and

assessments to drive success

The Common Threads of Coaching and Development

Where it Applies

Keys to Success

Manager Coach

All managers throughout

the organization

Strong focus on competencies,

training and assessment

tools

Assigned

Coach

People in

transition or sometimes

in crisis

Internal

education and identification of

key problem areas

External Coach

Top leaders,

HIPOs, special

situations

Selected

identification of high value

opportunities

11


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

Essential Management Coaching Skills

12


• 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

Job Fit

Work Performance!

113


Here’s what you see & select and manage…

Here’s what you get!

14


Competencies Skills

Knowledge

Self-Concept

Attitude

Value

Trait

Motive

Here’s what

you get!

15


Job Fit Differentiating Factors

16

Interests

Behavioral Traits

Cognitive Abilities


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?

How to Measure Characteristics or Building Blocks

17


• 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

Motivation

18


• 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

Chemistry with the Manager

19


• 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

Team Chemistry

20


• 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

Leadership

21


• 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

Coaching Makes A Difference

22

Questions?

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Powerful Act of Coaching Employees

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