Presenter name

SABRELEADERSHIP ESSENTIALS

Presenter Title

Day 2

Leadership Essentials-Day Two

Developing Your Team

Coaching

Feedback

YOU

Day 2 Learning Objectives

• Identify appropriate coaching opportunities

• Identify your areas of strength and development as a coach

• Ask powerful questions and listen to your coachee’s needs

• Conduct powerful coaching conversations using the GAPS

coaching model

• Provide effective feedback using the SBI model

• Improve Sabre’s ability to develop and retain talent

Able to More Effectively…

Job responsibilities1

What is my job?

How amI doing?

Feedback, performance review, coaching

2

How’smy unitdoing?

Measurements,regular updatesfrom manager

4

Where arewe headed?

Vision, mission, strategy

5

Commitment 6 How canI help?

Listening, recognition3

Doesanyonecare?

Source: Roger D’AprixMarketplace-based

Basic knowledge needs as employees describe them:

Employee commitment is earned only after basic needs are met

Sabre's Leadership Commitment

The Coaching Experience

Coaching

Team MBTI Discussion

Going Around The Table:

Discussion Topic: How do our MBTI preferences impact our coaching style?

TIME: 20 minutes

What does coaching mean to you?

Draw a picture of what effective coaches do

Identify Coaching

Coaching…

COACHING is the, interactive process of equipping people with the skills, insights, knowledge & opportunities they need to DEVELOP themselves

Four Key Elements

Build on strengths, not on weaknesses.

Focus on the future, not on the past.

Ask questions, don’t give solutions.

Your way, not my way.

What is Coaching?

Coaching IS …

• A two-sided conversation

• Gathering information

• Talent Development

• Work related

• For people motivated to improve or develop

Coaching Is NOT …

• Telling people what to do

• Solving the problem

• Just giving feedback and advice

• Performance management

• Therapy

• For people who lack the ability or will to change

YES NO

Coaching Self-AssessmentInstructions:

• Working individually, answer the Coaching Self-Assessment questions

• Summarize your coaching strengths and areas for improvements

TIME: 15 minutes

What is “Feedback”?a healthy communication between you and a team member or leader that focuses the person’s behaviors and how those behaviors impact others and business results.

Focuses on what was done

Feedback vs. Coaching

Feedback CoachingFocuses on past behavior Focuses on future behaviorReactive to a situation Proactive towards a goalOne-way communication Two-way communicationTelling or advice oriented Ask orientedFocuses on data and information Focuses on unlocking potentialDescribes consequences Explores options and alternativesFeedback giver is motivated to change behavior

Feedback receiver is self-motivated to take responsibility and find their own answers

A coaching map

Before– Identify coaching opportunity– Prepare for coaching

During– Establish partnership– Gain agreement on GAPS– Goals and Abilities– Perceptions and Standards– Create a development plan

After– Implement plan– Give performance feedback

Use a coaching “map” to help identify coaching opportunities and guide a manager through a productive coaching dialogue

The Coaching Process Map

• Identify the Coaching Opportunity

• Prepare for the Coaching Opportunity

• Establish partnership

• Gain agreement on GAPS

• Create development plan

• Implement Follow-up on the Action Plan

• Give performance feedback

Before During After

Choosing the Right Opportunities

Why is this a coaching opportunity?

• What’s at stake?

• Why do they need your help?

• - What value can you provide?

• Assist someone who is new to job or role• Develop an employee to exceed expectations• Address a performance problem that stems from a

lack of skill or experience• Motivate an employee who is competent and bored• Raise an employee’s confidence to achieve tasks• Retain your high potential employees• Build new skills in employees because of corporate

change

Coach or coachees can initiate process

Potential Coaching Opportunities

Identify Your Coaching Opportunity Activity

TIME: 10 Minutes

With Coaching Partner(s):• Describe your situation and

validate that this is a coaching opportunity (not performance improvement plan)

Individually:• Using the “Coaching Preparation

Worksheet,” identify a real-life coaching opportunity

Prepare for the Coaching Opportunity

What are the factors a coach should consider prior to coaching an employee?

Prepare for the Coaching Opportunity

Factors to Consider:• Employee perspective

• Desired benefits from coaching

• Their communication style

• Your communication style

• Behaviors observed

• All available facts & information

• Location & timing for conversation

Note: Coaching is a non-linear process…

To Coach or Not to Coach?

SKILL LEVEL

HIGH

LOW HIGHWILLINGNESS to DEVELOP

Low Skill

Low Will

High Skill

Low Will

High Skill

High Will

Low Skill

High Will

Prepare for the Coaching Opportunity Activity

Using the “Coaching Preparation Worksheet,” answer the preparation questions for your real-life coaching scenario

TIME: 10 Minutes

Before Identify coaching opportunity Prepare

During― Establish partnership― Gain agreement on GAPS

― Goals and Abilities― Perceptions and Standards

― Create a development plan

After― Implement plan― Give performance feedback

A coaching map

Establish a partnership

Review Purpose– Express optimism and enthusiasm– Agree on coaching opportunity

Review Process– Steps in the coaching map– How we’ll work together

Ask about Benefits– To them– To you and organization

Roles/ResponsibilitiesNext steps

GAPS: the content of coaching

Goals• What does the individual want to achieve?• What are his or her short- and long-range goals?

Abilities• What abilities does he or she demonstrate competence in?• What abilities does he or she need to develop?

Perceptions• How do you and others see the individual’s performance?

Standards• What organizational standards must the individual meet?

From Leader as Coach, Peterson and Hicks

GAPS discussion

Ask ⁻ Goals⁻ Abilities

Tell⁻ Perceptions⁻ Standards

Reflect throughout

Summarize findings

• I’m pleased to work with you because...• Some of the benefits I see are...• My role is...

Use communication cycle to establish a partnership

• How do you feel about our working together?

• What are the benefits do you see?

• How do you see your responsibilities?

• You’re feeling...• You see it as...• You want...• What’s important to you

is...

Reflective listening• Take it in• Sort it out• Summarize• Paraphrase it back

Using reflective listening in coaching…• Demonstrates you are listening to their perspective• Encourages employee to share thoughts and feelings• Prevents misunderstandings• Allows them to feel understood

• You’re saying...• You see it as...• Your main reaction is...• You’re feeling...• You sound...

Reflective listening stems

Examples from a coaching conversation:“You see your greatest strength as managing cross-functional teams.”“You want to get your certification in engineering and pursue an R&D position.”“You think others see you as a push-over.”

Environmental Listening

They keep sighing…“I’m noticing you sighed, so I want to check in”

They are brainstorming with a

lot of energy…“It seems like you are really excited about

this!”

You ask questions and they don’t respond or appear distracted…“I’m sensing you disappear from this

conversation”

They are using negative words…

“It sounds like you’re beating

yourself up”

Multiple Levels of Listening

Internal ListeningI Focused

“I’ve felt that way before”Internal Processing, Relating

External ListeningThem Focused

“So you’re saying…”Paraphrasing, Understanding

Environmental ListeningAwareness Focused

“Hmm, I’m also noticing/sensing…”Non-Verbal Communication

Critical when CoachingVirtually!

Levels of “ASK”

Second-level: Drilling down to detail• Understanding rationale

(what, how, what questions)

• Uncover thoughts and feelings

• Open-ended questions

First-level:• Surface level data• Structure• Close-ended questions

Why?How?Feeling?

Who? What?When?

Close-ended questions

Open-ended questions

Activity:

What are the right questions?

“ASKing” Powerful Questions

Powerful Coaching Questions…• Are almost always open-ended• Help the employee realize something new• Encourage them to solve their own problem• Don’t have an attitude or judgment

Powerful Questions…

• What excites you about this opportunity?

• What is your biggest concern about…?

• How have you investigated the situation?

• What steps have you taken to resolve this challenge?

• How will you plan for….?

• What do you need from me?

Examples

More ?s in Resources

Demo: Using Ask and Reflective Listening Skills

Skill Practice: Asking & Listening

• Either face your coaching partner or sit in a chair with your back to your coaching partner. You may even want to close your eyes

• Ask your partner, “What concerns do you have about your real-life coaching scenario?” Or choose another topic.

• Practice asking powerful questions and use external and environmental listening skills. Don’t “TELL” in this practice.

• Provide feedback to the skill user. Format – next slide

TIME: 5 Minutes / PersonFeedback: 2 Minutes feedback, Change RolesTOTAL: 15 Minutes

Activity Feedback Process:

Skill User First:(Practicing only Listening and Asking Questions)• What I did well was…• What I would do differently next time….

Practice Partner:• What you did well was…• Suggestions for next time…

Gain agreement on GAPS

Goals⁻ What is it you most want

to do in your career?⁻ Which parts of your job

give you most satisfaction?

Abilities⁻ What do you consider

your greatest strength?⁻ What areas of your

responsibilities challenge you the most?

Gain agreement on GAPS

Perceptions⁻ Others see...as your main

strengths.⁻ You were most successful when

you...

Standards⁻ The most critical part of your job

is...⁻ Your succeeding in...impacts our

customers by...

Communication Cycle

Judgments:Right, wrong,

good, bad, but, however,

on the other hand,...

Avoid! Focus On

More and Less Effective

Behaviors

“TELL” in Coaching

Using telling/sharing in coaching…

• Share expectations and feedback

• Offer suggestions for improvement

• Offer motivation, encouragement

• Propose a specific plan of action

Some examples of “Tell”

“You mentioned that you would like to move into an Operations role at some point”

“The Tech Leader position requires management experience, which is experience you don’t currently have”

“You might consider a role in another function that could provide you with the management experience you need”

“You seem interested in the Marketing position. I think you would be a great candidate”.

Be Aware…Non-Verbal Behaviors in “TELL”

• Mirror employees’ non-verbal communication

• Use eye contact appropriate to culture

• Use conversational tone

• Ensure your non-verbal's match your message

• Sit behind a desk

• Stand or sit higher than the employee

• Stand or sit too close— violate personal space

• Use overly aggressive or assertive tone of voice

• Allow distractions

Discouraging BehaviorsEncouraging Behaviors

Plan development and set follow-up discussion

Create developmental plans• Actions they will take• Support you will offer

Share incentives/benefits

Set follow-up meeting• When• How• Who

A coaching map

Before Identify coaching opportunity Prepare

During― Establish partnership― Gain agreement on GAPS

― Goals and Abilities― Perceptions and Standards

― Create a development plan

After― Implement plan― Give performance feedback

Importance of Follow-Up

• Ensures actions you agreed to have been taken

• Provides opportunity for ongoing motivation and encouragement

• Prevents backsliding to the comfort zone (demonstrates you’re paying attention)

• Builds trust and rapport with the employee

Methods of Following-Up

Formal: Scheduled conversations, agenda, review action plans, other?

Informal: Quick email, grab lunch, unscheduled conversation, recognition tools, other?

After the conversation,set a reminder for yourself!

Follow-up is typically the coach’s responsibility…

Setting development plansMatch to organizational interests• Build capability the organization needs• Help organization make a critical change• Enhance competitive edge• Improve customer service

Choose actions that have top personal incentives• Prepare for another role• Add efficiency to current job• Increase personal satisfaction

Consider ROI• Difficulty• Cost vs. payback

Development options

Training• On-the-job• Formal programs • Cross training• Self-study programs• Informal day-to-day tips

Observing experts

Stretch assignments/special projects

After-action analysis

Community engagement

Books, tapes, articles

Inspiring self learningCoach people to focus, implement, then reflect (debrief at-work situations)

• What did I learn today?• How can I use it tomorrow?• What can I build upon when I use it?

Broaden the domain of learning situations• Everyday circumstances have great learnings.• Internal and external experts are models.

Help people identify learning moments• Situations that stretch comfort zones.• Prompt people to be opportunistic.

Development plans are

Remember to define our expectations

A Formal Action Plan

TO DO:(Employee)

By When: CommentsTO DO:(Coach)

SMART ACTION PLANNINGSpecific Measurable Attainable Results-Oriented Time Bound

I will not take all the action items, or I will own the responsibility for the change.

Ongoing coaching tips

• Remind of goals and incentives; establish clear expectations• Reinforce when people try something new • Sustain regular communication in trusting way• Find circumstances to showcase skills and abilities

• Provide effective feedback to enhance effective behaviors and improve performance (even incremental improvement

• Allow people to feel ownership of their situation and the solution• Walk the talk: demonstrate importance by developing yourself and

using the skills you are coaching• Identify stretch assignments to further development

Performance Feedback

• What has been your best experience with receiving feedback? Why?

• What has been your best experience with delivering feedback? Why?

• What has been your biggest challenges with receiving feedback? Delivering feedback?

Table Team Discussions

Common employee statements

“How can an employee receive glowing remarks on one review and, then later, be told that they are not meeting, or are performing below, expectations?”

“I’m really concerned that people are kept and promoted who perform their job duties inadequately over and over again”.

“I think managers should be more direct in dealing with employees who are not performing as well as others”.

Feedback importance• An estimated 50% of all performance problems occur

because of lack of feedback

• Sensitively delivered feedback can increase motivation and success

• Feedback:– Supports effective behavior– Guides and puts individuals back on track– Acts as a barometer to show where you stand – Recognizes progress

Activity

Inferences vs. behaviors

Behavior• Is always an action or words• Can be observed, described or heard• Can be changed

Inference• Is something you conclude • Cannot be observed• Is your opinion and not always a

fact• Can be judgmental

Providing Effective Feedback

Feedback isn’t inferences or judgments• “I think …”• “It seemed like…”• “I’ve been told that …”

• “You’re unprofessional”• “Your pitch was boring”• “You did great in the meeting”

Feedback is observable behavior• “You raised your voice and said…”• “I noticed you talked to one slide for 20 minutes…”• “I saw the Senior Leaders smiling when you spoke”

Barriers to Effective Feedback

UNCLEAREXPECTATIONS

EMOTIONS REFUSES TO ACKNOWLEDGE

IGNORINGBEHAVIOR

POORRELATIONSHIP

DISPUTINGFEEDBACK

Three Forms of FeedbackIdentifies the employee’s perspective

“How do you think the meeting went?”

Focus on strengths and actions they should continue

“You were very clear when making your points”

Focus on actions they should change/improve

“You may want to provide more time for Q&A since people still seemed to have questions”

Self-Feedback

Reinforcing Feedback

Developmental Feedback

Reinforcing Feedback

DevelopmentalFeedback

Self-Feedback

Recommended Feedback ProcessCoach Asks:What do you think went well?What might be improved?

Coach Provides:Praise and positive reinforcement; DON’T use “But” or “However” before giving development feedback

Coach Provides:Suggestions & areas for continued improvement; Use reflective listening and ask employee to reflect to ensure understanding

REFLECTIVE LISTEN/ASK

REFLECTIVE LISTEN/ASK

REFLECTIVE LISTEN/ASK

Structuring Your Feedback - SBI

Standard: What behavior was set/expected?“Our team set a goal to …”

Behavior: What behavior was observed?“ I saw …” “I heard you say …” “I

read …” “I observed …”

Impact: What impact did the observed behavior have on the customer/team/company?

“The impact was that …” “As a result …”

Structuring Feedback – SBI Example

Standard: What behavior was set/expected?“The goal is to respond to customer inquiries within 24 hours…

Behavior: What behavior was observed?“ …You responded within 4 hours…

Impact: What impact did the observed behavior have on the customer/team/company/you?

“…This allowed us to allocate additional time to sales calls and resulted in additional business.”

Skill Practice: Preparing SBI Feedback

Individually:

Think about your real-life coaching scenario What feedback do you plan to offer in that situation?Develop an SBI reinforcing or developmental feedback statement in the

“Coaching Preparation Worksheet”

In Pairs:Share your SBI feedback with your coaching partner(s)Offer each other recommendations for

improvement

TIME: 15 minutes

Feedback processBefore• Observe, target, prepare

During• Preview discussion agenda• Lead self feedback• Give feedback and discuss> Reinforcing and developmental

• Plan and set follow-up> Confirm expectations and summarize> Set follow-up and express appreciation

After• Follow-up> Reinforcement and coaching> Action plans

Performance categoriesSelf management

• Project management• Prioritizing work• Operationalizing corporate values

Interpersonal• Team work• Communication skills• Customer relations

Technical or functional• Technical competence• Market knowledge

Self feedback• Preface each question set by telling them why you are asking for self

feedback first• Ask about strengths

• What went well?• What did you do that worked?• What stood out as a strength?

• Ask about improvements• What would you do differently next time?• What was the downside?• What could you do more of...less of...?

• Conclude self feedback• Summarize reflection• Bridge to next step

Reinforcing feedback

• Supports effective behavior• Honors competence• Offers encouragement• Gives credit

All feedback is delivered with:• A business goal in mind• Targeted behaviors and examples• Explaining the impact

Reinforcing feedback example

Business goal• You have a goal to run effective project meetings.

Targeted behaviors and examples• The last two meetings I attended, you had pre-meeting

agendas with assigned reporting responsibilities.

Impact• Project team members came prepared with data and

accurate next steps could be agreed upon.

Developmental feedback

• Guides and puts individuals back on track• Fills in knowledge gaps• Aligns expectations and priorities• Alleviates fear of the unknown• Reinforces and aligns

All feedback is delivered with:• A business goal in mind• Targeted behaviors and examples• Explaining the impact

SARAH model - common reactions to feedback

• Surprise – A score or comment I didn’t expect?• Anger – How could someone write/say that?• Rationalization/Rejection – This can’t be feedback for

me. Their expectations are unrealistic!• Acceptance – There may be some truth to this.• Hope/Help – What can I do to change this perception?

Listening for receptivity• Watch body language for signs• Pay attention to the words: listen for assent• Check in with the recipient: are you getting affirmation or

resistance?• Don’t push ahead if you can’t hear receptiveness• Send same message, new words

⁻ Focus on the same point, but rephrase message⁻ Aim at restating only the important⁻ Explain you want to clarify⁻ Use different examples

Emergency exitIf discussion becomes unproductive (tempers flare, failureto agree on need for change, uncertain what to do , etc.),schedule a follow-up discussion to:• Let feelings subside• Allow time for reflection• Develop ideas to share during next session

Cautions• Don’t break without setting the expectation that follow-up

discussion will focus on improvement actions

• Don’t ‘pull the cord’ too early – work through discomforts as long as possible

• Let knowledge of the individual guide the timing for reconnecting

Putting it all together!

Prepare for coaching session

• Organize your thoughts• Write out a few bullets, using any of the

tools or structures • Paper is availableTIME: 5 minutes

Effective Coaching Skills Practice: Option One

Select a real situation/decision you are facing at work that you would appreciate some coaching on from a coaching partner.

As the Coachee:Respond to questions, allow the “Coach” to practice their skills

As the Coach:Walk your partner through the GAPS Coaching ProcessProvide advice/feedback as needed

As the Observer:Using the “Coaching Preparation Worksheet,” capture feedback and lead debrief of coaching conversation.

Timing: 7 min/role play + 3 min feedback. Switch roles; Total of 30 Minutes

Effective Feedback Skills Practice:Option Two

Select a real situation/decision you are facing at work where you need to provide feedback

As the Employee:Respond to questions, allow the “Manager/Coach” to practice their skills. React to the feedback as you think appropriate

As the Coach/Manager:Walk your partner through the SBI Feedback ModelProvide advice/feedback as needed

As the Observer:Using the “Coaching Preparation Worksheet,” capture feedback and lead debrief of coaching conversation.

Timing: 7 min/role play + 3 min feedback. Switch roles; Total of 30 Minutes

EMPOWERMENT

How can I help?

VISION, MISSION AND VALUES

Where are we headed?

TEAM OBJECTIVES AND RESULTS

How is my unit doing?

KNOWING THEIR RESPONSIBILITIES

What is my job?

PERFORMANCE FEEDBACK

How am I doing?

POSITIVE REINFORCEMENT

Does anyone care?

Marketplace-basedSource: Roger D’Aprix

Employee commitment is “earned”. . .only after basic needs are met

Reminder: Employees describe basic knowledge needs as:

Highlight or Refer to:

Sabre Performance Management Resources

Section

Self reflectionBased on coaching practice and “real-life” experience, complete “Plus/Delta” on how you coach, give feedback, and manage performance

PlusThings you would keep doing

DeltaThings you would do differently

DAY 2: Wrap-Up

What did you add to your Leadership Toolkit today?• Coaching Process• GAPS• Feedback Process• SBI Feedback Model