oht c.1 objectives the participants will: identify characteristics of effective coaches.identify...
TRANSCRIPT
OHT C.OHT C.11
OBJECTIVESOBJECTIVES
The participants will:The participants will:
• Identify characteristics of effective Identify characteristics of effective coaches.coaches.
• Identify the similarities between effective Identify the similarities between effective coaches and effective leaders.coaches and effective leaders.
• Identify four critical coaching techniques.Identify four critical coaching techniques.
• Match coaching techniques with Match coaching techniques with subordinate performance.subordinate performance.
OHT C.OHT C.22
OVERVIEWOVERVIEW
• Characteristics of Effective CoachesCharacteristics of Effective Coaches
• The Leader as CoachThe Leader as Coach
• VisionVision
• Self-Confidence and HumilitySelf-Confidence and Humility
• Confidence in OthersConfidence in Others
• FlexibilityFlexibility
OHT C.OHT C.33
COACHINGCOACHING"Coaching is face-to-face leadership that pulls "Coaching is face-to-face leadership that pulls together people with diverse backgrounds, together people with diverse backgrounds, talents, experiences, and interests, encourages talents, experiences, and interests, encourages them to step up to responsibility and them to step up to responsibility and continued achievement, and treats them as continued achievement, and treats them as full-scale partners and contributors."full-scale partners and contributors."
Tom PetersTom Peters"A Passion for Excellence""A Passion for Excellence"
OHT C.OHT C.44
CHARACTERISTICS OF CHARACTERISTICS OF EFFECTIVE COACHESEFFECTIVE COACHES
• VisionVision
• Self-confidenceSelf-confidence
• HumilityHumility
• Confidence in othersConfidence in others
• FlexibilityFlexibility
OHT C.OHT C.55
VISIONVISION
Having a mental image of a possible and Having a mental image of a possible and desirable future conditiondesirable future condition
Warren BennisWarren Bennis"Leaders""Leaders"
OHT C.OHT C.66
VISIONVISION
• Seeing beyond the obviousSeeing beyond the obvious
• Visualizing the big pictureVisualizing the big picture
• Future orientationFuture orientation
OHT C.OHT C.77
VISIONVISION
Seeing Beyond the ObviousSeeing Beyond the Obvious
• PotentialPotential
• UniquenessUniqueness
• SkillsSkills
OHT C.OHT C.88
VISIONVISION
THE BIG PICTURE THE BIG PICTURE
OHT C.OHT C.99
"I HAVE A DREAM"I HAVE A DREAM""
Martin Luther King Martin Luther King
OHT C.OHT C.1010
"SOME MEN SEE THINGS "SOME MEN SEE THINGS AS THEY ARE AND ASK AS THEY ARE AND ASK 'WHY?' I DREAM THINGS 'WHY?' I DREAM THINGS
AS THEY SHOULD BE AND AS THEY SHOULD BE AND ASK 'WHY NOT?'ASK 'WHY NOT?'
Robert F. Kennedy Robert F. Kennedy
OHT C.OHT C.1111
VISIONVISION
Future OrientationFuture Orientation
• Seeing failure as opportunitySeeing failure as opportunity
• Searching for improvementSearching for improvement
• Recognizing trendsRecognizing trends
OHT C.OHT C.1212
SELF-CONFIDENCESELF-CONFIDENCE
Self-esteemSelf-esteem
• Recognizing own abilityRecognizing own ability
• Pride in accomplishmentsPride in accomplishments
OHT C.OHT C.1313
SELF-CONFIDENCESELF-CONFIDENCE
Believing you can make a differenceBelieving you can make a difference
OHT C.OHT C.1414
SELF-CONFIDENCESELF-CONFIDENCE
Technical expertiseTechnical expertise
OHT C.OHT C.1515
HUMILITYHUMILITY
You need them more than they need you!You need them more than they need you!
FourniesFournies
OHT C.OHT C.1616
• If subordinates fail, so does the If subordinates fail, so does the leader!leader!
• If subordinates succeed, so does If subordinates succeed, so does the leader!the leader!
OHT C.OHT C.1717
LEADERSHIP PRIORITIESLEADERSHIP PRIORITIES
The leader's job is to do everything The leader's job is to do everything possible to help subordinates succeed.possible to help subordinates succeed.
OHT C.OHT C.1818
IGNORING SUBORDINATES IGNORING SUBORDINATES OR DELIBERATELY OR DELIBERATELY
CHOOSING NOT TO HELP CHOOSING NOT TO HELP THEM SUCCEED IS SELF-THEM SUCCEED IS SELF-
DESTRUCTIVE DESTRUCTIVE LEADERSHIP BEHAVIOR.LEADERSHIP BEHAVIOR.
OHT C.OHT C.1919
EFFECTIVE COACHES EFFECTIVE COACHES ACCEPT RESPONSIBILITY ACCEPT RESPONSIBILITY
FOR THE SUCCESS OR FOR THE SUCCESS OR FAILURE OF THE ENTIRE FAILURE OF THE ENTIRE
TEAM AND OF EACH TEAM AND OF EACH PLAYER.PLAYER.
OHT C.OHT C.2020
EFFECTIVE CO's ACCEPT EFFECTIVE CO's ACCEPT RESPONSIBILITY FOR THE RESPONSIBILITY FOR THE SUCCESS OR FAILURE OF SUCCESS OR FAILURE OF
THE ENTIRE COMPANY THE ENTIRE COMPANY AND OF EACH COMPANY AND OF EACH COMPANY
MEMBER.MEMBER.
OHT C.OHT C.2121
"I NEVER CRITICIZE A "I NEVER CRITICIZE A PLAYER UNTIL HE'S PLAYER UNTIL HE'S CONVINCED OF MY CONVINCED OF MY UNCONDITIONAL UNCONDITIONAL
CONFIDENCE IN HIS CONFIDENCE IN HIS ABILITY."ABILITY."
Coach John Robinson,Coach John Robinson, L.A. Rams L.A. Rams
OHT C.OHT C.2222
"INDIANA BASKETBALL COACH, "INDIANA BASKETBALL COACH, BOBBY KNIGHT, RANTS AND RAVES--BOBBY KNIGHT, RANTS AND RAVES--AND WINS. SAN FRANCISCO FORTY-AND WINS. SAN FRANCISCO FORTY-
NINER COACH, BILL WALSH, IS SO NINER COACH, BILL WALSH, IS SO COOL AND COLLECTED HE'S KNOWN COOL AND COLLECTED HE'S KNOWN
AS 'THE PROFESSOR'--AND WINS. AS 'THE PROFESSOR'--AND WINS. DESPITE DIFFERENT STYLES, BOTH DESPITE DIFFERENT STYLES, BOTH EXHIBIT COMPASSION, EMPATHY, EXHIBIT COMPASSION, EMPATHY, AND A BELIEF IN THE ABILITY OF AND A BELIEF IN THE ABILITY OF
EACH TEAM MEMBER."EACH TEAM MEMBER."
Tom Peters Tom Peters "A Passion for Excellence" "A Passion for Excellence"
OHT C.OHT C.2323
YOU GET WHAT YOU YOU GET WHAT YOU EXPECTEXPECT
What leaders What leaders expectexpect from their from their subordinates and how leaders subordinates and how leaders treattreat their subordinates usually their subordinates usually determinesdetermines their performance.their performance.
OHT C.OHT C.2424
YOU GET WHAT YOU YOU GET WHAT YOU EXPECTEXPECT
Subordinates, more often than not, Subordinates, more often than not, appear to do what they believe they appear to do what they believe they are expected to do.are expected to do.
OHT C.OHT C.2525
THE PYGMALION EFFECTTHE PYGMALION EFFECT
The powerful influence of one person's The powerful influence of one person's expectations on another person's expectations on another person's performance.performance.
OHT C.OHT C.2626
"YOU SEE, REALLY AND TRULY, "YOU SEE, REALLY AND TRULY, APART FROM THE THINGS APART FROM THE THINGS ANYONE CAN PICK UP (THE ANYONE CAN PICK UP (THE DRESSING AND THE PROPER DRESSING AND THE PROPER WAY OF SPEAKING, AND SO ON), WAY OF SPEAKING, AND SO ON), THE DIFFERENCE BETWEEN A THE DIFFERENCE BETWEEN A LADY AND A FLOWER GIRL IS LADY AND A FLOWER GIRL IS NOT HOW SHE BEHAVES BUT NOT HOW SHE BEHAVES BUT HOW SHE IS TREATED."HOW SHE IS TREATED."
My Fair Lady My Fair Lady
OHT C.OHT C.2727
HighPerformance
HighExpectations
OHT C.OHT C.2828
LowPerformance
LowExpectations
OHT C.OHT C.2929
PERSONAL FEELINGSPERSONAL FEELINGS
Tendency to Tendency to like like good performers and good performers and dislikedislike poor performers. poor performers.
OHT C.OHT C.3030
EFFECTIVE LEADERS EFFECTIVE LEADERS FOCUS ON SUBORDINATE FOCUS ON SUBORDINATE
BEHAVIORS (WORK BEHAVIORS (WORK PERFORMANCE), NOT ON PERFORMANCE), NOT ON
PERSONALITIES.PERSONALITIES.
OHT C.OHT C.3131
EVERY PLAYER IS EVERY PLAYER IS IMPORTANTIMPORTANT
OHT C.OHT C.3232
EFFECTIVE LEADERS GET EFFECTIVE LEADERS GET MAXIMUM PERFORMANCE MAXIMUM PERFORMANCE FROM EVERY INDIVIDUALFROM EVERY INDIVIDUAL
OHT C.OHT C.3333
"HE KNEW EVERY PLAYER "HE KNEW EVERY PLAYER WELL AND HE KNEW HOW WELL AND HE KNEW HOW
TO GET THE MOST FROM TO GET THE MOST FROM EACH."EACH."
A New York Yankee player A New York Yankee player about Casey Stengel about Casey Stengel
OHT C.OHT C.3434
"HE IS THE SMARTEST "HE IS THE SMARTEST FOOTBALL COACH WHO FOOTBALL COACH WHO EVER LIVED. HE IS VERY EVER LIVED. HE IS VERY SENSITIVE TO OTHER SENSITIVE TO OTHER PEOPLE'S NEEDS, AND PEOPLE'S NEEDS, AND PLAYERS RESPONND WELL PLAYERS RESPONND WELL TO THAT."TO THAT."
A Miami Dolphins playerA Miami Dolphins player about Don Shula about Don Shula
OHT C.OHT C.3535
COACHING TECHNIQUESCOACHING TECHNIQUES
• TrainingTraining
• CounselingCounseling
• ChallengingChallenging
• MentoringMentoring
OHT C.OHT C.3636
TRAININGTRAINING
• Correcting unsatisfactory behavior, Correcting unsatisfactory behavior, techniques, procedures, etc.techniques, procedures, etc.
• Maintaining necessary skillsMaintaining necessary skills
• Providing feedbackProviding feedback
• Orienting new employeesOrienting new employees
• Teaching new skillsTeaching new skills
OHT C.OHT C.3737
COUNSELINGCOUNSELING
• Working with someone to help them solve a Working with someone to help them solve a problemproblem
• Helping individual to recognize problem Helping individual to recognize problem existsexists
• Helping to identify causeHelping to identify cause
• Helping to work out solutionHelping to work out solution
• Helping to correct work behaviorHelping to correct work behavior
• Monitoring progressMonitoring progress
OHT C.OHT C.3838
THE COUNSELING THE COUNSELING INTERVIEWINTERVIEW
• PreparationPreparation• ScheduleSchedule• Define and present problemDefine and present problem• ListenListen• Discuss alternative solutionsDiscuss alternative solutions• Develop plan of actionDevelop plan of action• Follow up and encourageFollow up and encourage• Recounsel, if neededRecounsel, if needed
OHT C.OHT C.3939
CHALLENGINGCHALLENGING
Helping each person to maximize Helping each person to maximize his/her potential.his/her potential.
OHT C.OHT C.4040
MENTORINGMENTORING
Taking a personal interest in the Taking a personal interest in the career development of a promising career development of a promising subordinatesubordinate
OHT C.OHT C.4141
MENTORINGMENTORING
• Recognizing potential for Recognizing potential for advancementadvancement
• Fine-tuning skillsFine-tuning skills• Providing leadership opportunitiesProviding leadership opportunities• ExposureExposure• SellingSelling• Career developmentCareer development
OHT C.OHT C.4242
COACHING ANALYSIS MODEL #1COACHING ANALYSIS MODEL #1
DescribePresent
Performance
AnythingUnsatisfactory?
AboveSatisfactory?
EverythingSatisfactory?
DescribePerformanceDiscrepancy
Challenge Mentor
SkillDeficiency?Train Counsel
Yes No
OHT C.OHT C.4343
SATISFACTORY SATISFACTORY PERFORMANCEPERFORMANCE
• Meets minimum standards in all Meets minimum standards in all areasareas
• Completes assignments Completes assignments satisfactorily and on timesatisfactorily and on time
• Follows ordersFollows orders
• Understands and complies with Understands and complies with SOP'sSOP's
OHT C.OHT C.4444
ABOVE-SATISFACTORY ABOVE-SATISFACTORY PERFORMANCEPERFORMANCE
• Exceeds minimum standards in most Exceeds minimum standards in most areasareas
• Completes assignments with quality and Completes assignments with quality and timelinesstimeliness
• Completes routine tasks without Completes routine tasks without remindersreminders
• Frequently takes initiativeFrequently takes initiative
OHT C.OHT C.4545
UNSATISFACTORY UNSATISFACTORY PERFORMANCEPERFORMANCE
• Fails to meet minimum standards in one Fails to meet minimum standards in one or more areasor more areas
• Does not complete assignments Does not complete assignments satisfactorily and/or on timesatisfactorily and/or on time
• Does not follow ordersDoes not follow orders
• Ignores and/or violates SOP'sIgnores and/or violates SOP's
• Ignores and/or violates regulationsIgnores and/or violates regulations
OHT C.OHT C.4646
COACHING IS A DYNAMIC COACHING IS A DYNAMIC PROCESS WHICH PROCESS WHICH
RESPONDS TO CHANGING RESPONDS TO CHANGING INDIVIDUAL INDIVIDUAL
NEEDS/PERFORMANCENEEDS/PERFORMANCE
OHT C.OHT C.4747
AN EFFECTIVE LEADER AN EFFECTIVE LEADER CONTINUALLY MONITORS CONTINUALLY MONITORS
PERFORMANCE AND PERFORMANCE AND ADJUSTS HIS/HER ADJUSTS HIS/HER
APPROACH AS NEEDEDAPPROACH AS NEEDED
OHT C.OHT C.4848
A LEADER MAY HAVE TO A LEADER MAY HAVE TO USE DIFFERENT USE DIFFERENT
TECHNIQUES TECHNIQUES SIMULTANEOUSLY ON THE SIMULTANEOUSLY ON THE
SAME SUBORDINATESAME SUBORDINATE
OHT C.OHT C.4949
THE LEADER CANNOT THE LEADER CANNOT IGNORE A PERFORMANCE IGNORE A PERFORMANCE
PROBLEMPROBLEM
OHT C.OHT C.5050
TRAINING AND TRAINING AND COUNSELING ARE NOT COUNSELING ARE NOT PUNITIVE TECHNIQUESPUNITIVE TECHNIQUES
OHT C.OHT C.5151
COACHING ANALYSISCOACHING ANALYSIS MODEL #2 MODEL #2
Yes
Used to do it?No
Arrangeformal training
Yes
Used often?No
Arrangepractice Yes
Arrangefeedback
Adapted from The Training and Development Sourcebook
TR
AIN
ING
Skill deficiency?
No
Good performancepunishing?
Yes
Remove punishment
Non-performancerewarding?
Yes
Doesperformance
matter?Explainimpact
No
No
Goodperformancerewarding?
Providerewards
YesNon-
performancepunishing?
Explainpossibility
YesObstacles?
Removeobstacles
CO
UN
SE
LIN
G
Arrangepositive
consequence
OHT C.OHT C.5252
Yes Skill deficiency?
No
Used to do it?
Yes
Arrangeformal training
No
Used often?
Yes
No
Arrangepractice
Arrangefeedback
TR
AIN
ING
OHT C.OHT C.5353
Good performancepunishing?
Yes
Remove punishment
Non-performancerewarding?
Yes
Doesperformance
matter?Explainimpact
No
No
Goodperformancerewarding?
Providerewards
YesNon-
performancepunishing?
Explainpossibility
YesObstacles?
Removeobstacles
CO
UN
SE
LIN
GArrangepositiveconsequence
OHT C.OHT C.5454
POSITIVE POSITIVE REINFORCEMENTREINFORCEMENT
Providing positive consequences (rewards) Providing positive consequences (rewards) for good performancefor good performance
NEGATIVE NEGATIVE REINFORCEMENTREINFORCEMENT
Providing negative consequences Providing negative consequences (punishments) for poor performance(punishments) for poor performance
OHT C.OHT C.5555
Good performancepunishing?
Yes
Remove punishment
Non-performancerewarding?
Yes
Doesperformance
matter?Explainimpact
No
No
Goodperformancerewarding?
Providerewards
YesNon-
performancepunishing?
Explainpossibility
YesObstacles?
Removeobstacles
CO
UN
SE
LIN
GArrange positive
consequence
OHT C.OHT C.5656
CHARACTERISTICS OF CHARACTERISTICS OF EFFECTIVE COACHESEFFECTIVE COACHES
• VisionVision
• Self-confidenceSelf-confidence
• HumilityHumility
• Confidence in othersConfidence in others
• FlexibilityFlexibility
OHT C.OHT C.5757
"COACHING INVOLVES PRAISE AND "COACHING INVOLVES PRAISE AND RECOGNITION (FOR EACH RECOGNITION (FOR EACH INDIVIDUAL). BUT IT ALSO INDIVIDUAL). BUT IT ALSO REQUIRES HELPING THE REQUIRES HELPING THE INDIVIDUAL/TEAM WITHSTAND INDIVIDUAL/TEAM WITHSTAND TOUGH TIMES AND INEVITABLE TOUGH TIMES AND INEVITABLE SETBACK, MAINTAINING MOMENTUM SETBACK, MAINTAINING MOMENTUM AND BUILDING SMALL SUCCESSES AND BUILDING SMALL SUCCESSES INTO A SOLID TRACK RECORD."INTO A SOLID TRACK RECORD."
Peters and AustinPeters and Austin