2013 – 2014 hcla: session six coaching for performance session workbook 1

2013 – 2014 HCLA: SESSION SIX Coaching for Performance

SESSION WORKBOOK

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Fisher Consulting Group & Aivia 2013 2

Elements of Performance…

Skills/ Competency

Clarity of expectations

Information/ Communication

Empowerment

Accountability

Mechanisms/Systems

RecognitionGoals –

Organization, Dept., Team & Individual

Coordination/ Cross-

functional Integration

CUSTOMER

FOCUS

Fisher Consulting Group, LLC & Moffet Consulting 3

Root Causes of Performance Problems

Skills Deficits

Motivational Deficits

Resource Deficits


Did I analyze the skills required for this job and match it to the employee’s background before I hired him/her?

Did I orient or coach the employee about the company culture and explain how I want things done?

Did I set performance expectations and standards with the employee so he/she knew what to do?

Did I dialog with the employee to be sure my communication was clear and complete?

Did I train the employee in the skills required to do the job?

Skills Deficits

Ask yourself these 5 questions to determine if there is a skill deficit:

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Motivational Deficit

Ask yourself these 3 questions to determine if there is a motivational deficit:

Do I believe the employee really wants this job or project?

Does the job utilize the employee’s skills, values and interests?

Does the employee know why the task/ job needs to be done or needs to be done this way?

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Resource Deficits

Ask yourself these 5 questions to determine if there is a resource deficit:

Is the pace, volume and monotony of the work realistic for any employee to handle?

Is the work highly interpersonal in nature with a lot of conflict or confrontation with no break?

Is the employee managing his/her time, resources and priorities effectively?

Is the physical and interpersonal environment so uncomfortable or hostile that no one could work effectively there?

Are there additional resources or training I can give the employee to handle the work so I can keep him/her functional, productive and satisfied?

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First Step

• Identify a specific negative behavior of a subordinate or colleague in the workplace.

• Determine the root cause of the performance problem.

Take Notes!Activity


Coaching Language

Use Don’t Use

I and We You

Could Should

And But I will

I Will I’ll Try

Sometimes, At Times Always, Never

Won’t Can’t

Tell me about Why

Time to plan a vacation!

Activity


Constructive Coaching steps

Prepare By Establishing Expectations And Observing Performance.

Establish Rapport -Convey Your Positive Intent.

Describe Specifically What You Observed With Behavioral Feedback.

State The Impact Of The Behavior Or Action.

Ask The Other Person To Respond. Ask Questions And Actively Listen.

Focus On Solutions Together. Solicit And Suggest Options.

Follow Up.


Positive Coaching Steps

• Describe what they did right.

• Describe how they did it.

• Reinforce the positive behaviors observed.

• Identify the results and how it impacted the business.


Next Step

• Consider a positive attribute or accomplishment that you want to address with someone.

• Take notes on what you will say, using the four positive coaching steps.

• Think about the issue you want to coach someone on.

• Take notes on what you will say, using the seven constructive coaching steps.

Activity


Last Step

With a partner, practice your positive and constructive coaching conversation. Each person takes a turn to complete both role plays.

Roleplay! Activity


Dom

inant

Analytical/Exacting

Easy

Goin

gFormal

Communication Style Model

Informal

Controling/

Directing

Supportive/Amiable

Expressive/

Persuasive

Strengths Weaknesses

Systematic Data bound

Objective Risk Averse

Thorough Tedious

Accurate Perfectionist


Independent Autocratic

Initiator Insensitive

Disciplined Impatient

Organized Poor Listener


Team Player Non Confrontive

Sensitive Overly Compliant

Flexible Overly Emotional

Patient Can’t say “no”


Enthusiastic Impulsive

Creative Poor Follow through

Spontaneous Misses Details

Dynamic Poor Planner


Key Strengths Key Weakness

Exacting types are very ordered, systematic and deliberate in their thinking. They prefer detailed planning. They tend to be objective, fact and data based, thorough and they do accurate work. They finish what they start.

The Analytical style is often seen as a perfectionist, slow to decide and, at times, too tedious. Also, they are seen as very conservative and risk averse. Their continuous focus on process, numbers and data is often experienced by others as boring.

The Analytical/Exacting Style: Both Formal and Easy-going


The Analytical/Exacting Style: Both Formal and Easy-going

When Coaching the Exacting Style

The Analytical/Exacting Coach

This type of individual will be more responsive when presented with facts and data. You will want to be clear, well prepared, accurate, thorough, rational (linear) and organized in your approach. Think slow and deliberate. They often become guarded in the presence of emotion.

• They need to learn to be tolerant of the others’ mistakes – as long as true learning is taking place. This style of coach can be experienced as nit-picky.

• Remember to move along at a pace that will maintain the coachee’s interest. It is important to strike a balance between the details and the big picture. Avoid the tendency to become preachy.


The Controlling/Directing Style: Both Formal and Dominant


Directing types like to cause things to happen and then to take charge of them. They prefer to act independently. They are disciplined, results focused and lead in an organized way with their eye on the future.

The Controlling style is often seen as insensitive to others – even distant. Also, they can come off as pushy and too autocratic in their decision-making. It is not always easy to get their attention.


The Controlling/Directing Style: Both Formal and Dominant

When Coaching the Directing Style

The Controlling/Directing Coach

This style responds well to results- oriented approach that is efficient, relevant, provides decision-making opportunities and is fast paced. They may want to move too quickly.

• They sometimes forget that people need leadership – not micro-management. They come off as command and control. They prefer to ‘tell’ rather than ‘ask’ questions .

• Remember to pay attention to the relationship and people side of the equation as well as the task side when coaching. Slowing down and really listening to what the coachee is saying will help.


The Expressive/Persuasive:Both Informal and Dominant


The Expressive style tends to bring energy, enthusiasm and fun to the workplace. They are creative, innovative and spontaneous and they are willing to lobby for their ideas…dramatically, if need be.

Folks with this style are not known for their tenacious follow through. Can be impulsive or over react to something and they tend to lose or neglect the details. Some Persuasives have confessed to having limited listening skills. Detailed planning for the future is something they tend to avoid.


The Expressive/Persuasive:Both Informal and Dominant

When Coaching the Persuasive Style

The Expressive/Persuasive Coach

Be certain to be idea-focused when coaching this style. They appreciate energy, enthusiasm and fun when working closely with others. Be flexible and open to the possibilities in their ideas and solutions. Assisting them with their plan of action will be important. Supporting them with follow-up will also help.

• They trust their spontaneity, so do not always prepare as well as they could. They sometimes lack the data and the details some coaches need. Need to remember to stay focused on the task at hand or real issues or opportunities could be missed.

• Slowing down so as not to be confusing or to appear disinterested will also be important. And, remember to avoid scathing generalities.

• Use reflective listening skills in order to create real rapport with the coachee. Show some enthusiasm for their good ideas.


The Supportive/Amiable style:Both Informal and Easy-going


The Supportive-style person is aware of and shows a lot of sensitivity to people’s feelings. They make good team players by being flexible and patient with others. They like to help in easing tensions between others.

Because they pursue agreement in most all cases, the Amiable style finds it difficult to confront others. Thinking that it will damage the relationship, Supportive types find it quite difficult to say “no” to people. They can be overly emotional and overly compliant.


The Supportive/Amiable style:Both Informal and Easy-going

When Coaching the Amiable Style

The Supportive Coach

It is best to be people focused – warm, sensitive and concerned when coaching this style. Proceed in a relaxed and inviting way as you seek to understand them and their feelings. They are forthcoming in a safe environment.

• Given the desire to build and maintain trust, the Supportive coach may avoid confronting coachees on tough issues. Their desire to maintain a relaxed coaching environment can also create a lack of urgency on the part of the coachee.

• Amiables can learn that they can maintain rapport while being assertive enough to pinpoint issues and hold coachees accountable for their results


What will be a potential weakness when coaching? What issues may arise when you are coaching because of the weakness?

What issues will likely be an asset for you when you are coaching others?

What Communication Style do you have?

Coaching Action PlanHow About You?

In Groups

Activity


Coaching Action Plan

What issues arise because of your communication style while you are being coached?

What do you need when you are being coached?

What can you do to prevent the issues that may arise?

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Caroline Fisher Chris Moffet

970-390-9420 970-471-4474

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Fisher Consulting Group and Moffet Consulting 2014

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2013 – 2014 hcla: session six coaching for performance session workbook 1

Documents

performance expectations

employees skills

skills deficitsask

task job

work realistic

himher functional

skill deficit

resource deficitsask