a tool to improve any coaching program - hrpa · create rules and clear boundaries ... provide...

The Platinum Rule: A Tool to Improve Any Coaching Program

“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.

Coaching Challenges

• Time

• Don’t know where to start

• Stuck in a “rut” relationships

• Don’t have the skills

• Perceived lack of ROI

• What successful coaching requires

• The “Platinum” Rule

• The role of temperament

• Using the Platinum Rule to succeed

Today, We’ll Explore

It’s About Engagement

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

Experience

Intelligence

Values

Ethics

Attitudes

Maturity

Skills

Education

Coaching the “Whole Person”

• The Platinum Rule

Agenda

The “Golden Rule”“Do unto others as you would have them

do unto you.”X

“Do unto others as they would do unto themselves.”

When coaching, follow the “Platinum Rule”

Agenda

Temperament

Temperament: n. the tendencies peculiar to an individual; natural disposition

New American Webster

Temperament

The Big 5 Personality Traits

The McQuaig System’s Four Trait Scales

AnalyticalAccepting Driving Independent

Dominant Sociable Relaxed Compliant

DO SO RE CO DO SO RE CO

34 53 40 41 55 61 33 19

Your McQuaig Profile

Dominant Sociable Relaxed Compliant

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

Agenda

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

Commanding Results-driven Direct Pressure-oriented Realistic Determined Critical Eye

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

Organized

Structured

Accurate

Analytical

Steady

Detail-oriented

Consensus-Seeking

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

2/3 of employees quit their boss –not the job!

Relationship Dynamics

Ted SmithStore Manager

Sarah WhiteAssistant Manager

Boss/Employee Fit

Coaching Challenges

• Time

• Don’t know where to start

• Stuck in a “rut” relationships

• Don’t have the skills

• Perceived lack of ROI

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

Self- Development SurveyAccomodating Competitive

Objective, logical, basing decisions more on facts, numbers.

Empathetic, outgoing and factoring others’ feelings into your decisions.

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.

Independent Structured

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.

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.

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.

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?

Ian CameronManaging DirectorThe McQuaig Institute

Phone: 1-800-387-5455 Ext. 365

Email: icameron@mcquaig.comTwitter: @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

a tool to improve any coaching program - hrpa · create rules and clear boundaries ... provide...

Documents

delegating exceptional code

skin observation protocol for delegating nurses

accepting, rejecting & delegating a work assignment ·...

emergency action plan hrpa

delegating powers -...

the pseudomonas syringae-derived hrpa pilins - molecular...

ad delegating control of group membership

introduction to delegating effectively

delegating for success - allenbaugh

delegating recruitment under asymmetric information

hrpa information session. presentation agenda who is hrpa?...

hrpa online presence presentation

12un19 successful planning, organising...

delegating powers: a transaction cost politics,...

delegating training for supervisors. ©shrm 20082...

7 organizing and delegating work

linkedin tips presentation to grand valley hrpa pngroup

delegating national security

becoming a delegating superhero

team building with purpose hrpa 2015