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Coaching Workbook Transform Your Organization, Engage & Motivate Employees with Coaching.

Coaching Workbook - NICE · PDF fileCoaching Workbook Transform Your Organization, ... your coaches access? ... You’re done with this workbook,

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Page 1: Coaching Workbook - NICE · PDF fileCoaching Workbook Transform Your Organization, ... your coaches access? ... You’re done with this workbook,

CoachingWorkbookTransform Your Organization, Engage &Motivate Employees with Coaching.

Page 2: Coaching Workbook - NICE · PDF fileCoaching Workbook Transform Your Organization, ... your coaches access? ... You’re done with this workbook,

Coaching to Behavior

Preparing the Coach’s Toolkit

Assessing Coaching Effectiveness

Designing Your Program

2-5

6

7

8

A supervisor’s most important role is coaching their team. Give them the support and resources they need to do their best work. Well equipped coaches will engage employees and help create a culture of excellence in your organization.

Take the time to carefully think through your organization’s coaching plan. Together we will chart a course for coaching success.

Introduction

1

Page 3: Coaching Workbook - NICE · PDF fileCoaching Workbook Transform Your Organization, ... your coaches access? ... You’re done with this workbook,

Coaching Definition: Coaching is the process of improving results by changing thoughts, beliefs and behaviors. It’s a two-way communication that requires both supervisor and employee to be fully engaged.

First, let’s identify the positive behaviors that you want your coaching program to enforce. Then we will move through our six-step approach to behavioral coaching.

Coaching toBehavior2

Step One: Identify three metrics that you are committed to improving.

Step Two: Identify two behaviors that drive each metric...that’s SIX total.

Metric: Behavior:

1.

2.

Metric: Behavior:

1.

2.

Metric: Behavior:

1.

2.

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Coaching toBehavior3

Metric:

Six-Step Approach to Behavioral Change

Step I. Select one metric from the previous page. Ideally this is a metric that is clearly connected to company priorities and that your group owns.

Step II. Now imagine that you’ve segmented your employees into quartiles based on their performance on this metric. Describe the type of employee that falls into each segment.

2nd:

4th:

1st: 3rd:

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4 Coaching toBehavior

Step III. Let’s continue the thinking from step two. You’ve described the type of employee in each segment. Now define the type and quality of coaching you need to invest in each segment.

Segment 1:1 Session Side x Side Skill Building Mentoring Total

1stLeaders mins/week mins/week mins/week mins/week

2nd mins/week mins/week mins/week mins/week

3rd mins/week mins/week mins/week mins/week

4thLaggards mins/week mins/week mins/week mins/week

Step IV. Time to form a hypothesis; what are the three behaviors that most differentiate your top performers?

1:

2:

3:

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5 Coaching toBehavior

Step V. Think about how you will motivate positive behaviors with a mix of financial and non-financial incentives. The best organizations explicitly tie rewards to metrics and behaviors; for each behavior listed in step four brainstorm incentives, ONE financial and ONE nonfinancial incentive.

Behavior $ $

One

Two

Three

Step VI. Organizations must hold supervisors accountable. Assess your coaches’ impact and effectiveness against their peers. Identify three ways to measure coaching effectiveness. Remember the best organizations identify and encourage top coaches to share best practices.

1:

2:

3:

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6Preparing the Coach’s Toolkit

Leading organizations do three things to set their coaches up for success. Let’s make sure you’re doing the same.

Single sourceof truth

Everyone pulls from thesame data sources, all ofthe numbers match up.

1

What systems/data sources do your coaches access?

Social sharing motivatesyour team and drives adoption of best practices fast.

Document & share best practices3

Where will you capture best practices?

How will you share best practices?

All-star coaches knowexactly what is expected,and rise to the challenge.

Set clearexpectations2

What do you expect of coaches, and their sessions?

Before

During

After

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7 Assessing Coaching Effectiveness

Provide your coaches with transparent info on their impact. Here are four focus areas:

1. Recipients: How will you ensure that coaches focus on 2nd & 3rd quartile performers?

2. Improvements: How will you measure how muchcoaches “move the needle”?

3. Movement: How will you track forward movement and how often will you take stock?

4. Events: How will you monitor behavior changes in correlation to coaching sessions and what is the expectation for change after a session?

Now, how are you going to continually make your coaches better?

How will you informally coach your coaches?

What formal training will you make available to coaches?

Coaching

Training

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8 Designing your ProgramBelow is our coaching maturity model. Take a close look at the definition of operating, performing and leading, and objectively assess where you stand. Then, set one “next step” to progress on each dimension.

Operating Performing Leading

Segmentation Strategy

Manual

Coach determined

One-Size-Fits All

Emphasis on mid-levelperfomers

Stack ranking (using a single metric)

Balanced score (using multiple metrics)

Mean-based segmentation

Outlier management

Self-Regulation

Frequency

Set # of sessions per month

Scheduled in workforcemanagement

Frequency based on segmentation

Measured as part of coaching scorecard

Session Content

Emphasis on 1-2 KPls persession

KPls chosen based on performance or at random

Emphasis on 1-2 root causebehaviors per session

Behaviors selected for impact on KPls

Measurable goals set forimprovement of both KPIs and behaviors

Approach

Coach planned

Coach facilitated

Passive employee

Employee self assessmentcompleted before session

Active employee in dialogue

Employee self-assessmentled; coach affirms and redirects

Employee-defined improvement plan

Coaching the coach

Follow Up Continuity between

coaching sessions limited

Tasks and follow-up clearlydefined in smart format

Coaching feedback onprogress provided within 3 business days of interaction

Tasks and follow-upassigned and feedback given on continual basis

Coaching sessions followfrom consistent, ongoing coaching conversation

Next Step to Progress...

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Conclusion Whew! You’re done with this workbook, but you just started down the path to a great coaching program.

Now comes the even-harder part: putting it into practice over the long haul. It is worth it. And you’re not alone; we would love to provide you with additional resources to help you continue in excellence as your program matures.Transformation is only possible in an environment that values coaching.

Create – and stick to – a clear path to success right from the start.

About NICE NICE (Nasdaq: NICE) is the worldwide leading provider of both cloud and on-premise enterprise software solutions that empower organizations to make smarter decisions based on advanced analytics of structured and unstructured data. NICE helps organizations of all sizes deliver better customer service, ensure compliance, combat fraud and safeguard citizens. Over 22,000 organizations in more than 150 countries, including over 80 of the Fortune 100 companies, are .using NICE solutions

www.nice.com