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CHUCK HAUGHTON
HIGH POTENTIAL RESOURCES
Coaching and Teambuilding to Create a World-Class Work Force
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Agenda
Survey Data
Setting the Context
Six Lessons
Situations/Discussion
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Pre-Conference Survey Data
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The number of employees in my organization is…
1-25 39%
26-100 22%
101-500 22%
501-1,000 6%
Over 1,000 11%
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Describe your current work with coaching
I coach individuals who need to improve their job performance 42%
I coach individuals for professional/career development 32%
I coach managers to help them with their supervisory issues 26%
I train others on coaching skills 32%
I contract with outside resources to provide coaching in my organization
16%
Other 32%
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Describe your skill and experience with coaching
I have never done coaching as part of my job 16%
I am new to coaching and eager to learn the skills I need 16%
I have some experience as a coach but am not always sure if I ameffective
47%
I am experienced as a coach and am clear what my development needs are as a coach
20%
I am a seasoned coach with a high degree of confidence in my skills
0%
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Describe your current work with teams
I lead a team 21%
I work on a team that needs to improve its effectiveness 47%
I facilitate team building activities for teams in my organization 16%
I train others in team building and teamwork skills 16%
I contract with outside resources to provide team building in myorganization
16%
Team building is not part of my current role 21%
Other 21%
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Describe your skill and experience with team building
I have never worked as a team building facilitator 21%
I am new to team building and eager to learn the skills I need 21%
I have some experience with team building but am not always sure if I am effective
42%
I am experienced as a team building facilitator and am clear what my development needs are as a facilitator
16%
I am a seasoned team building facilitator with a high degree of confidence in my skills
0%
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Setting the Context
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Where Does Coaching and Teambuilding Fit?
Talent Management Process
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Where Does Coaching and Teambuilding Fit?
Talent Management Process
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Where Does Coaching and Teambuilding Fit?
Talent Management Process
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What is the Goal?
Coaching? Teambuilding?
Drive the business!Drive the business!
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CoachingCoaching TeambuildingTeambuilding
Identify and develop talents
Increase personality/ style self-awareness
Assess job-related competencies
Provide variety of experiences
Align resources and talent
Establish and focus on priorities
Develop relationships
How is the Goal Accomplished?
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SELECTION SHOULD BE BASED ON TALENTS
BEFORE PAST EXPERIENCE
Lesson 1:Start with the Right People
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Common Interviewing Mistakes
Interview is too short
Interviewer talks too much
Tone is informal and unstructured
Content of same-job interviews is not consistent
The resume drives the interview
Criteria for evaluating candidate is narrow or unclear
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What Competencies are Needed for Coaching?
Action Oriented
Composure
Conflict Management
Confronting Direct Reports
Developing Direct Reports and Others
Integrity and Trust
Interpersonal Savvy
Listening
Motivating Others
Problem Solving
Process Management
Sizing Up People
Understanding Others
© Lominger International
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Developmental Difficulty Level
EasiestAction Oriented
EasierIntegrity and TrustListening
ModerateMotivating OthersProblem SolvingProcess Management
HarderComposureConfronting Direct ReportsDeveloping Direct Reports and OthersInterpersonal SavvySizing Up People
HardestConflict ManagementUnderstanding Others
© Lominger International
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Lesson 2:Constantly Reconnect People with
the Mission
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Losing Focus
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Staying Focused on the Mission
What?
Informal Feedback
Story Telling
Customer Testimonials
When?
Casual Interactions
Team Meetings
Project Debriefs
Results Reviews
Celebrations
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Lesson 3:Stop Being a Problem Solver
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Are You a Firefighter?
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… then you may be creating a culture of arsonists.
If you are always putting out fires…
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Good coaching is more about having the right
question than having the right answer.
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Lesson 4:Help People Identify Their
Talents
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You are more likely to create excellence by helping people
understand and focus on their talents rather than emphasize
and focus on people’s weaknesses
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Strength vs. Weakness
People are defined by their strengths, not their weaknesses
If you need a hard to develop talent (strength) in a position or role then hire/select for it first
If you have a weakness, develop a strategy to reduce or eliminate the negative impact
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Career Discovery Questions*
How would you describe success in your current role? Can you measure it?
What do you actually do that makes you as good as you are? What does that tell you about your skills, knowledge and talents?
Which part of your current role do you enjoy the most? Why?
Which part of your current role are you struggling with? What does that tell you about your skills, knowledge and talents?
* Adapted from Now, Discover Your Strengths by Marcus Buckingham and Donald Clifton, Ph.D.
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Strategies for Weaknesses
Develop skill to the “good enough” level
Stop the activity that is creating the weakness
Find a complimentary skill partner
Create supporting systems
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Use of Assessment Instruments
Feedback
Measurement
Personality/”Style”
Diagnostic
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Lesson 5:Lead by Example
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Lead By Example
Be open about your talents and your weaknessesLet people know what you are working on to develop yourselfImprove your coaching skillsSeek regular feedback about yourself and the team/organization
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Lesson 6:Make These Techniques Part of the
Business Culture
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Integrate With Business Culture
To Do List
Follow up with CFO
Coaching with Michael
Review Quarterly Goals
Team Meeting: Review Feedback
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Situations/Discussion
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HOW WILL YOU APPLY WHAT YOU HAVE LEARNED?
Action Planning