Turbo-Charge Your Coaching with the Right Tools

Turbo-Charge Your Coaching with the Right Tools

Margie S Heiler, MSMaster Certified and Certified Executive CoachICF Leadership Coaching SIG – November 2011

Margie S Heiler, MSMaster Certified and Certified Executive CoachICF Leadership Coaching SIG – November 2011

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Objectives are to:

Find tools that fit the contextUse assessments to support coaching

relationshipsLearn about benefits gained from using

tools and assessmentsExamine key sustainability strategies

and coach’s responsibilityReview a client processTake away tips

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Agenda

Types of assessments in generalBenefitsWhich one(s) to choose?FeedbackThe Process Key Sustainability StrategiesResults and AccountabilityTips

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Kinds of tools/assessments

Individual, team and organizational

Formal and informal

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Types of Assessments

Self-Assessments 360’s Job Benchmarking

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BenefitsImproved communication and relationships

Enhanced productivity

Increased job satisfaction

Improved bottom line results

Used for succession planning

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Benefits contd.Employee retention increases

Development plans

Deeper knowledge for coach and client

Opportunity to explore possibilities for new approaches and more effective strategies

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Self-Assessments Success in the knowledge economy

comes to those who know themselves, their strengths, their values and how they best perform.

Peter DruckerTo understand our relationships with

others, we must first understand ourselves.

Bill Bonnstetter8

Which one(s) do I choose?

Creating and using an assessment package is not a random exercise or a one-size fits-all proposition.

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Clarifying ThoughtsWhat kind(s) of assessment(s) would be valuable

for your ideal client(s)?Be prepared with your package.Discover how much the client/organization knows

about assessments.What is the purpose for using the assessment(s)?How will the information be interpreted and used?Ask questions and provide relevant information.Be open to what has already been used and/or

what the organization or client wants to use.

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Assessments Provide Feedback

Information that lets clients know if they are on or off track

PERCEPTION = REALITY!11

A kind of performance appraisal

Confidential, anonymous

Multi-rater evaluation

Formal or informal

360-degree feedback

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“I have some good news and some bad news! You are honest, kind, and smart, but you are perceived to be sneaky, cruel, and dumb.”

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Benchmarking a Job

Letting the job talk to create a solid foundation

for development and selection!

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Benchmarking a Job - Steps

1. Organization identifies 3-7 subject matters experts (SME’s).

2. Each SME brings a job description and three reasons why the job exists to the meeting.

3. Coach explains the purpose of key accountabilities and offers worksheets and agenda.

3. Coach facilitates a key accountability session by helping to identify rank and weight of each key accountability.

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Benchmarking a Job – Steps Contd.4. SME’s complete a job assessment on line to

respond to a questionnaire about behaviors, motivators and talents that are required to be successful in a given position.

5. Coach combines the results from #4 into a multiple respondent report and reviews report with SME’s.

6. Applicants and incumbents are assessed with the job

report.7. New hires and incumbents receive development

plans and coaching reports along with on-line learning.

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Philosophy: The human asset is the only sustainable competitive advantage that organizations possess to navigate the storms of change, face adversity and raise the level of performance to meet the challenges of today’s world.

• When a client asks others for input, it increases raters’

expectations that the client will change in a positive way. Coach: Encourage client to share the goals or results.

• A client cannot change what he or she does not believe. Coach: Challenge the client’s belief system.

Key Sustainability Strategies

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Key Sustainability Strategies contd. • To change the impression others have of clients, they must change their behaviors to fit the situation and the person they are communicating with. Coach: Administer an assessment that shows clients their preferred behaviors, the impact of those behaviors, and how they are perceived by others with different styles.

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• To maintain high performance, clients have to change over time. Coach: Follow up over time with development plans, coaching plans, and check-ins.

• The most critical skill in making a change based on feedback is for clients to decide what specific issue to work on first. Coach: Through the coaching process, help the client identify the change and support the client in setting SMART goals as they “wash” one part of the elephant at a time.

Key Sustainability Strategies contd.

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• Clients make significant life changes if they have the necessary desire, strength and motivation to cause those changes to happen. Coach: Focus on strengths and find out what motivates clients. Help clients discover what will motivate them to change after receiving feedback.

I have yet to find the person, however exalted his station, who did not do better work and put forth greater efforts under a spirit of approval than under a spirit of criticism.

Charles Schwab

Key Sustainability Strategies contd.

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Key Sustainability Strategies contd.

Coach Responsibilities: Manage expectations.Continually refer back to the information from the

assessments to make the connections and show how the information can be applied in a practical way.

Package the assessments within business strategies and solutions and the organization’s mission and values.

A good coach will make [his] players see what they can be rather than what they are.

Ara Parsegian

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Process

The foundation for success in the process is establishing rapport

with the client.

The foundation for success in the process is establishing rapport

with the client.

First, the leader and then the team.

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ResultsTo benefit coach and client, the assessment

must lead to coaching outcomes. The coach’s job is to help the client interpret and apply the results to meet their goals.

Commitment is key.

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Accountability

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1.Get in front of the key decision makers.2.Distinguish yourself from others who use assessments.3.Make sure your assessments are valid and reliable.4.Remember--You hold the magic!5.Become certified.6.Use assessments that are job-related and link to

organizational strategy and competencies.7.Ask: “What is in your budget for this endeavor?”8.Learn as much as you can about the organization and

link to other initiatives.

TIPS

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Ideas and Actions

What new idea do you have about assessments or what action will you take as a result of our time together today?

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Food for Thought . . .

To appreciate, honor and respect diversity in all its forms is a

challenge for everyday living.

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Questions??

THANK YOU!

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