managing vs. and coaching: creating a culture of feedback min ot … · creating a culture of...
TRANSCRIPT
Managing vs. AND Coaching:
Creating a Culture of Feedback
Presenter: Lisa Case
Mindfulness Break #1
Mindfulness Definition:
Present Moment Awareness
1) Write down: Reason I am in this session (12 words or less)
POWER OF NEUTRAL –PREPARING YOUR MIND
My Story
PURPOSE OF MANAGEMENT
To get people to accomplish desired goals and objectives
PURPOSE OF COACHING
To help someone become more
AWARE
And take
OWNERSHIP
For what they have the ability to control…
Mostly, their
MIND
“A leader is a person who must take special responsibility for what’s going on inside him or
herself, inside his or her consciousness, less the act of leadership create more harm than good” Parker Palmer
MANAGING (Directive)
COACHING (Collaborative)
•Minimum Expectations•Company & Personal Performance Goals•Narrowly focused•Clear Expectations and Consistent Follow Through•May require consequences, corrective action, immediate needs improvement
•Growth Opportunities•Personal/Self-Directed Goals•Socratic Method•Allow for mistakes•Focus on Wholeness•Discuss Coach and Client Parallels and commitments•Longer term approach –a journey
vs.
Managing + Coaching = Leading
MANAGINGMinimum Expectations
Mindfulness Break #2
Mindfulness Definition: Present Moment Awareness
WRITE DOWN A PERSON’S NAME THAT YOU COACH OR MANAGE (OR BOTH)
WHAT DO YOU DO INTENTIONALLY TO KNOW WHICH HAT YOU ARE WEARING (COACH OR MANAGER)
HOW DO YOU PREPARE YOUR MIND TO START THE CONVERSATION FROM A PLACE OF NEUTRAL?
Coaching Creates Alignment
Coaching & Managingare CONTACT Sports
“Managers who receive feedback and engage in ongoing follow-up with co-workers will almost always achieve positive, change in behavior and be seen as more effective leaders by their key stakeholders.”
Leadership Is A Contact Sport by Marshall goldsmith and Howard Morgan
�Management Conversation–Alignment with Company Goals and Expectations
◦ Consistent among direct reports
◦ How do you ensure clarity?
◦ How do you follow up?
CONSISTENCY & FOLLOW UP
� Coaching Conversation
◦ Coaching Agreement - Set up a 6 to 9 month schedule and employee will define individual goals
◦What can you do to follow up between sessions?
◦What are your goals for yourself as a coach
CONSISTENCY & FOLLOW UP
LISTEN FOR PATTERNS IN BEHAVIORS AND BELIEFS
� What do YOU believe as their coach or manager?
� What do THEY believe about themselves in this relationship?
� Uncover and understand the conversations they are having with themselves
LISTEN FOR PATTERNS IN BEHAVIORS AND BELIEFS
� What is in their Thought Closet?
◦ Do they have beliefs/thoughts that are equipping them for upcoming challenges?
◦ Are they Serving them Well?
LISTEN FOR PATTERNS IN BEHAVIORS AND BELIEFS
�Having Backbone & Heart
Mindfulness Break #3
Mindfulness Definition: Present Moment Awareness
Is it harder to have
backbone or heart?
DYNAMIC RELATIONSHIP
� Belief that you both have something to offer and gain (Parallel Process)
� Create a safe environment
� Coaching for wholeness
� Coaching is NOTTherapy
POWER IN ASKING QUESTIONS
CREATING
A
CULTURE
OF
FEEDBACK
#1) Establish a Safe Environment where employees can speak-up without fear of retribution
� Getting Comfortable with the Uncomfortable
CREATING A
CULTUREOF
FEEDBACK
#2) Hire the Right People
How do you hire people who have an aptitude to grow and change?
� Start in the interview
� Onboarding – creating time to adapt
� Set the expectation of feedback
� Provide continuous education
CREATING A
CULTUREOF
FEEDBACK
#3) Train your Managers to also be Coaches
There are many types of coaching training – but it has been found that it is less about theory and techniques and more about relationship. CREATING
A CULTURE
OF FEEDBACK
COACHING CORE COMPETENCIES
� Meeting ethical guidelines & professional standards (Understand your role)
� Establishing the coaching agreement� Establishing trust with the client� Coaching presence� Active Listening� Powerful Questioning� Direct Communication� Planning & Goal Setting� Managing Progress & Accountability
19,000 Business LEADERS were surveyed (June 2013)
Where do you spend the largest percentage of your time at work?
Managing day-to-day operations: 46.77%
Developing and coaching my people: 19.02%
Dealing with crises and major issues: 12.74%
Meetings and steering committee sessions: 11.17%
Setting the long-term direction and defining strategy: 10.3%
#4) Create opportunities to realign and support well-being
� Culture Council/Town Hall Meetings
� Coaching for Wholeness
� Wellness Programs
� Fitness Programs
� Financial Coaching
� Personal Book Clubs
� EAP (Employee Assistance Program)
CREATING A
CULTUREOF
FEEDBACK
#5) Create opportunities for your leaders to receive feedback outsideof their direct report
� External Coaching
� Trained Internal Coaches that aren’t direct Managers
� 360 Degree Feedback
� Small Groups – ex. Vistage
� OT Best Practices/Book Clubs
CREATING A
CULTUREOF
FEEDBACK
#6) Leaders/Owners/Executives have a mechanism to receive and process honest feedback
CREATING A
CULTUREOF
FEEDBACK
WHAT ARE YOU DOING WELL IN YOUR ORGANIZATION
AND
WHAT COULD YOU IMPROVE UPON TO DEVELOP THIS CULTURE OF
FEEDBACKCREATING
A CULTURE
OF FEEDBACK
WRAP - UP“The leader of the PAST was a person who
knew how to tell.
The leader of the FUTURE will be a person who knows how to ask.”
Professor Peter Drucker
CREATING A
CULTUREOF
FEEDBACK
Q & A
Schedule a Speaker appointment at the Registration Desk (Scheduling Binder)
Meetings are held in the Summit Ballroom.
FRIDAY 10:00 to 10:45 a.m.
Or
Friday Lunch Table
