Coaching and Learning Process

Todd Vatalaro2/13/2002

Methods

• Identified area on the LSI that we wanted to improve• Identified tangible behaviors associated with this area• Identified examples of problem and how it affects our

leadership and the critical purpose for our learning in this area

• Determined specific thinking and behavioral goals• Identified a relative and impending situation at work and

coached each other through its resolution utilizing targeted skills

Methods

• Coaching and Learning experienced through e-mail and telephone conversations

• Used prodding questions designed to induce self-reflection

• Provided moral support and validation

Patti

Avoidance

Life Styles Inventory

Life Styles

0 2 4 6 8 10 12 14 16 18 20 22 24 26 28 30 32 34 36 38 40

Humanistic-Encouraging

Affiliative

Approval

Conventional

Dependent

Avoidance

Oppositional

Power

Competitve

Perfectionistic

Achievement

Self-Actualizing

Target Competency

Avoidance• Scored the same in this category on two occasions• A problem I recognize

Purpose• Affects my ability to lead, particularly when dealing

with personnel problems-behavior patterns evolve into the unacceptable-I end up dealing with a major issue that could have been dealt with as a minor issue

Tangible Behavior

• Be direct in confronting problem staff behaviors

• Take immediate corrective action• Provide immediate feedback• Capitalize on Self-actualizing strengths to

keep avoidance tendencies in checkThis is the only fair approach!

Todd’s Coaching

What does it look like to you?I take an indirect approach when dealing with

issues. I hope that an employee will self-correct.

I fail to establish boundaries because I don’t confront problem behaviors.

Coaching

Can you give examples?I have an employee who pushes the limits. I

tend to ignore his behavior, hoping he will stop. I am very concerned about hurting his feelings and ultimately end up hurting him more by procrastinating to the point where the situation is out of hand and I need to

take firm action.

Coaching

What action will you take?I will begin to provide immediate feedback to

my staff, even when it is uncomfortable. When?

I have reviews scheduled the last week of January.

History

Clayton• Interim Evaluation in October• Communication style• Professional demeanor• Work ethic• Time management

Clayton

• My tendency was to “sugar-coat”, hoping he would take the hint

• His behavior was noticed outside my department

• Had to be addressed at yearly review

Review Time

• Watched my body language• Maintained eye-contact• Controlled tone• Did not waiver or diminish the problem• Respectful, but did not spare his feelings• Addressed another employee in the same

style, not allowing a bad habit to evolve

Changed Behavior

How did it feel?I was stressed about it all week, but was very

relieved when it was over. I feel I may have helped this young man’s professional development and guided the other employee in the direction of success. I am responsible for their development,

even if it’s uncomfortable. In the long run, changing my behavior in this area will avert a lot

of stress.

Observation

• Different scores on LSI• Avoidance behavior, when allowed to take

control, adversely affected my whole inventory

• The first time I took it, I was in the midst of this crisis, feeling very poorly about my abilities