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HIGH PERFORMANCE MANAGEMENT CONFERENCE
COACHING AND FEEDBACK
Source: Zenger / Folkman research on strengths-based Leadership Development.
Why Coaching and Feedback? Because coaching and giving feedback leads to…
Less turnoverHigher employee engagement and
productivity
Higher customer satisfaction
70%
50%
40%
Employee Engagement
…the extent to which employees commit to something or someone in their organization and how hard they work and how long they stay as a result of that commitment.
Source: CLC1B1FBRB © 2009 The Corporate Executive Board Company. All Rights Reserved.
Can I offer you some
feedback?
Hearing fast footsteps behind
you at night=
“Our brains are programmed to respond one way to perceived threats and a totally different way to something that promises to be positive. We should set the proper stage as quickly as possible.
Source: Just Tell Me! 5 Strategies For Giving Difficult Feedbackhttp://www.forbes.com/sites/jackzenger/2014/01/20/just-tell-me-5-strategies-for-giving-difficult-feedback/
”
What type of Coaching?What Feedback?
Two Types of Coaching
Performance Improvement• Improve skills and/or
knowledge• Adapt or change behaviors• Stop behaviors that are in
violation of rules or codes of conduct
Developmental• Leverage strengths• Build upon current ability or
build new strengths and ability
• Align with individual interests and values
Optimal performance in the present; preparing the individual to excel in the future.
Improve performance and/or modify behavior to align with expectations and standards.
Think about your Team
• Think about your own team of employees
• Which employees are:– High Performers– Average Performers– Low Performers
High Performers Average Performers Low Performers
• Delegate tasks• Teach others• Provide career
enhancing opportunities
• Fill in for you when you are out
• Lead improvement teams or task forces
• Promote
• Increase responsibilities • Give frequent, specific
feedback• Partner with a high
performer• Find opportunities to
praise• Assign a mentor
Be careful. Don’t spend so much time here that it takes away from coaching your other team members!• Clarify standards and
expectations• Communicate priorities,
set timelines for work• Determine/clarify how
performance will be evaluated
• Show/tell as needed
Coaching Different Employees
Coaching GuidelinesPerformance Improvement• When? Impromptu
• How Long? 30 – 45 minutes
• Who? Almost always the manager
• Dialogue: 60% Manager and 40% employee; Manager goes first
Developmental• When? At least 1x / month
• How Long? 30 - 45 minutes; one or two areas
• Who? Manager initiates but invite employees to be proactive
• Dialogue: 50 / 50 balance
Coaching Principles
• Observe without interpretation
• Ask more questions than you make statements
• Listen carefully for content and emotion
• Maintain or enhance self-esteem
• Invite self-accountability
• Provide support
Application Activity
Think about your team of employees and identify:– An average or high performer
whose performance you would like to see enhanced
– An average or low performer whose performance must improve or who exhibits behaviors that need to change
Application Activity
Start a Coaching Planner and fill out as much as you can in Step #1 and #2.
What Feedback?
Developmental
Optimal performance in the present; preparing the individual to excel in the future.
Performance ImprovementImprove performance and/or modify behavior to align with expectations and standards.
“The best leaders give direct and honest feedback, and ask for feedback.
”
• Keep doing something • Stop doing something• Do something differently
Situation
Behavior
Impact
Next Steps
When and where the observed behavior
occurred
What the employee said or did
(observable)
Effect on you/others in terms of thoughts, feelings, or actions
Future actions or alternative/desired
behaviorThe SBI Model is from the Center for Creative Leadership.
Situation Guidelines
– Time and place
– ‘I’ statement that describes the situation and your objective or purpose
“Yesterday when we were in a meeting…”“On Monday, I saw your presentation…”
“I want you to succeed here, so we need to address your attendance.”
Behavioral Observation Guidelines– Behavioral Observation…
– Is NOT…
records what people do or sayidentifies things we see and hear
what we believe caused the action or what it means (interpretation)an analysis, judgment, generalization, or assumptions (evaluation)
What are the Behaviors?
Behaviors• Did not check if Deepa was on
the phone before speaking• Used a raised voice• Pointed your finger at Deepa
and leaned across the table• Used words/phrases like ‘what
is it with you new people’ and ‘it’s not always about you, you know’
Interpretation• Let frustration get the best of
you• Taking out frustration on
Deepa
Evaluation• Controlling• Unprofessional• Rude
NOT…
OR…
Behavioral Observation InterpretationConrad walked out of the meeting 30 minutes before it was finished.
Conrad was annoyed.Conrad had an appointment
David’s eyes filled with tears. David has a cold.David didn’t get enough sleep.
Brenna did not say anything when Peter asked her a question.
Brenna did not hear Peter. Brenna was embarrassed.Brenna resented Peter’s question.
Behavioral Observation Evaluative StatementEllen talked more than others on this topic and several times she cut others off before they finished.
Ellen is rude.Ellen wants to be the center of attention.
“Harold, you’ve challenged most of the statements Deepa has made today.”
“Harold, you’re trying to show Deepa up.”“Harold, you’re being stubborn.”
Conrad walked out of the meeting 30 minutes before it was finished.
Conrad is irresponsible. He doesn’t care about others.
More Practice!“David, it is irresponsible of you to keep missing your deadlines.”
“David, this is the third time in six months that you missed a deadline on this project.”
“Harold, you’re being stubborn. You need to stop arguing with everyone.”
“In our meeting today, you challenged just about everyone that commented on the project plan.”
“You don’t care about this project the way that the rest of us on the team do.”
“The past few status meetings, you’ve had conflicts and been unable to attend or you had to leave before it was over and we reviewed action items.”
– An “I” statement that describes…
Impact Guidelines
Opinion / Evaluation Emotion
…you show/showed… [teamwork]…you are/were… [overconfident, aggravating, helpful, stubborn, right, wrong]
…I feel/felt/am/was angry, anxious, confused, confident, exasperated, energized, frustrated, gratified, irritated, impressed, nervous, relieved, uneasy
Thoughts [opinions] or feelings [emotions]
– “I” statement
– A question
– For Performance Improvement, a directive
– In Developmental, a discussion
Next Steps Guidelines
“… I want you to handle things differently next time...”
“How could you handle this differently?”
“Next time this happens…”
“Let’s discuss how you could…”
Do’s and Don’ts
“I feel like…”
“You think…”
Several times
“I feel happy/sad/mad.”“I believe/I think that is wrong.”
“I believe…”“I think…”
“Three times in the past week…”“Yesterday, after our meeting…”
Application Activity
• Let’s return to your Coaching Planner
• Fill in what Feedback you will give during the Coaching Session
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