a tool to improve any coaching program - hrpa · create rules and clear boundaries ... provide...
TRANSCRIPT
![Page 1: A Tool to Improve Any Coaching Program - HRPA · Create rules and clear boundaries ... Provide details and clarify your expectations when delegating to him ... Uncover your employees’](https://reader034.vdocument.in/reader034/viewer/2022050216/5f61a649311f0f14357e0c15/html5/thumbnails/1.jpg)
Copyright © 2014 The McQuaig Institute. All rights reserved.
The Platinum Rule: A Tool to Improve Any Coaching Program
Copyright © 2014 The McQuaig Institute. All rights reserved.
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Copyright © 2014 The McQuaig Institute. All rights reserved.
“I never cease to be amazed at the power of the coaching process to draw out the skills or talent that was previously hidden within an individual, and which invariably finds a way to solve a problem previously thought unsolvable. - John Russell, Managing Director, Harley-Davidson Europe Ltd.
”
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Coaching Challenges
• Time
• Don’t know where to start
• Stuck in a “rut” relationships
• Don’t have the skills
• Perceived lack of ROI
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• What successful coaching requires
• The “Platinum” Rule
• The role of temperament
• Using the Platinum Rule to succeed
Today, We’ll Explore
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It’s About Engagement
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Copyright © 2014 The McQuaig Institute. All rights reserved.
10 # of times people change jobs between 18 & 37 (US Dept of Labor)
25% will leave within one year (US Dept of Labor)
55% not engaged or actively disengaged (Gallop)
It’s About Engagement
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Copyright © 2014 The McQuaig Institute. All rights reserved.
Experience
Intelligence
Values
Ethics
Attitudes
Maturity
Skills
Education
Coaching the “Whole Person”
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Copyright © 2014 The McQuaig Institute. All rights reserved.
• What successful coaching requires
• The Platinum Rule
• The role of temperament
• Using the Platinum Rule to succeed
Agenda
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Copyright © 2014 The McQuaig Institute. All rights reserved.
The “Golden Rule”“Do unto others as you would have them
do unto you.”X
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Copyright © 2014 The McQuaig Institute. All rights reserved.
“Do unto others as they would do unto themselves.”
When coaching, follow the “Platinum Rule”
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Copyright © 2014 The McQuaig Institute. All rights reserved.
• What successful coaching requires
• The Platinum Rule
• The role of temperament
• Using the Platinum Rule to succeed
Agenda
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Copyright © 2014 The McQuaig Institute. All rights reserved.
Temperament
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Temperament: n. the tendencies peculiar to an individual; natural disposition
New American Webster
Temperament
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Copyright © 2014 The McQuaig Institute. All rights reserved.
The Big 5 Personality Traits
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The McQuaig System’s Four Trait Scales
AnalyticalAccepting Driving Independent
Dominant Sociable Relaxed Compliant
10
20
30
42
50
60
70
80
90
10
20
30
42
50
60
70
80
90
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Copyright © 2014 The McQuaig Institute. All rights reserved.
DO SO RE CO DO SO RE CO
34 53 40 41 55 61 33 19
Your McQuaig Profile
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Dominant Sociable Relaxed Compliant
10
20
30
42
40
50
60
70
80
90
10
20
30
42
40
50
60
70
80
90
Accepting Analytical Driving Independent
The McQuaig System’s Four Trait Scales
Dominant:
•Goal-oriented
•Takes risks
•Seeks challenge & recognition
•Competitive
Sociable:
•People-oriented
•Builds relationships
•Trusting
•Empathetic
Relaxed:
•Easy going
•Patient & steady
•Calm & even-paced
•Plans ahead
Compliant:
•Detail-oriented & thorough
•Organized & systems-oriented
•Works within guidelines
Accepting:
•Accommodating
•Team player
•Consensus-seeking
Analytical:
•Work or task-focused
•Fact-oriented
•Objective & logical
Driving:
•Restless
•High sense of urgency
•Change oriented
Independent:
•Persistent
•Likes freedom of action
•Shows initiative
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Copyright © 2014 The McQuaig Institute. All rights reserved.
• What successful coaching requires
• The Platinum Rule
• The role of temperament
• Using the Platinum Rule to succeed
Agenda
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Copyright © 2014 The McQuaig Institute. All rights reserved.
Assertive Persuasive Driving “Big Picture” thinker Independent High sense of urgency Decisive
Using the Platinum Rule to Improve Coaching
How would you “engage” a Generalist?
• Create rules and clear boundaries
• Assign repetitive tasks to create comfort and familiarity
• Build accountability into her role
• Ensure that she does not leave things to the last minute
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Copyright © 2014 The McQuaig Institute. All rights reserved.
Commanding Results-driven Direct Pressure-oriented Realistic Determined Critical Eye
Using the Platinum Rule to Improve Coaching
How would you “engage” a Pioneer?
• Closely control his activities
• Assign him repetitive tasks
• Provide opportunities for him to trouble shoot and use his analytical skills
• All of the above
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Organized
Structured
Accurate
Analytical
Steady
Detail-oriented
Consensus-Seeking
Using the Platinum Rule to Improve Coaching
How would you “Engage” a Specialist?
• Ask him to manage difficult people
• Provide details and clarify your expectations when delegating to him
• Encourage him to take risks
• Leave things to the last minute to create time pressure
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Copyright © 2014 The McQuaig Institute. All rights reserved.
2/3 of employees quit their boss –not the job!
Relationship Dynamics
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Ted SmithStore Manager
Sarah WhiteAssistant Manager
Boss/Employee Fit
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Copyright © 2014 The McQuaig Institute. All rights reserved.
Coaching Challenges
• Time
• Don’t know where to start
• Stuck in a “rut” relationships
• Don’t have the skills
• Perceived lack of ROI
![Page 26: A Tool to Improve Any Coaching Program - HRPA · Create rules and clear boundaries ... Provide details and clarify your expectations when delegating to him ... Uncover your employees’](https://reader034.vdocument.in/reader034/viewer/2022050216/5f61a649311f0f14357e0c15/html5/thumbnails/26.jpg)
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1)Uncover your employees’ temperament
2)Share with hiring manager and employee
3)Work with hiring managers to consider how their leadership style will impact approach
4)Plan to revisit regularly & see how things are working
Action Plan
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Self- Development SurveyAccomodating Competitive
Objective, logical, basing decisions more on facts, numbers.
Empathetic, outgoing and factoring others’ feelings into your decisions.
X
Analytical Sociable
Having the desire to win, to assert yourself and to influence others.
Preferring to part of a team, to seek consensus, to be helpful.
Fast-paced, pressure-oriented and having a desire for change.
Remaining calm, planning ahead and allowing for contingencies.
Restless Patient
Preferring room to manoeuvre and make decisions; strong-willed.
Systems-oriented, precise, operating within guidelines and policy.
X
Independent Structured
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Profile – Highly Social (low analytical) Staying Positive Developing a Critical Eye
StrengthsYou see the good in others and view most situations with an open mind.
You work hard to get everyone pulling in the same direction.
You follow your intuition when making decisions.
Developmental AreasYour naturally upbeat outlook can cloud your objectivity, making it difficult to address potential problems.
You may spend too much time exploring opportunities that feel good, but can lack technical merit.
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Action Items To leverage your strengths...
Help others see the bright side. Often an event that appears negative — such as a failed project or a business downturn — can contain a silver lining. Help put a positive twist on things.
Speak publicly. Seek opportunities to use your communication skills and natural optimism to inspire others. Remember to organize and structure your presentation for more impact.
To manage your developmental areas more effectively...
Find a critical resource. Seek advice from a peer who takes a more diagnostic approach to solving problems.
Stick to the facts. When making a decision, list the pros and cons and highlight the factors that are concrete and backed up by facts. Ask how your decision might be different using these factors only.
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Creating Your Personal Action Plan — Strengths
On the next page, you will begin to complete your Personal Action Plan.
First, transfer the key Strength that you selected on the preceding page. Then, use the suggested Action Items to help you set personalized, on-the-job Action Items. Here’s an example of how you might do this:
Suppose your Strength is ”THINKING LOGICALLY” and your Action Item is...
Build a solid business case. Use your talent with facts and figures to help your peers or boss build a quantifiable business case for their arguments.
Your own Action Item might translate into...
Help the national director prepare a business case for his territory realignment proposal in time for the conference in June.
Your Desired Outcome might be...
The territory realignment proposal gains acceptance and is fast-tracked for approval.
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Your Personal Action Plan – Strengths
STRENGTH _________________________________________ DEVELOPING ON-THE-JOB ACTION ITEMS (Review the Action Items that will help you leverage this Strength). Personalize the Action Items related to the key Strength you have selected or create
your own Action Items below. State your desired outcome.
TARGET DATE
POTENTIAL OBSTACLES (Identify any potential barriers to success)
WAYS TO OVERCOME OBSTACLES (What might you do to overcome these barriers?)
ASSESSING YOUR PROGRESS (To be completed once you have had the opportunity to implement your Action Plan). How did it go? What was the outcome? In what ways could you further leverage this Strength to achieve greater effectiveness?
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Copyright © 2014 The McQuaig Institute. All rights reserved.
Ian CameronManaging DirectorThe McQuaig Institute
Phone: 1-800-387-5455 Ext. 365
Email: [email protected]: @McQuaigSolutionWebsite: www.mcquaig.com
The McQuaig System A simple, accurate talent assessment tool
Reduce turnover Increase productivity Improve hiring manager satisfaction
Test drive McQuaig today at www.mcquaig.com