DEVELOPING LEADERS

Tuesday

Check-In Reflect on your own Coaching

Experiences. Share one thought about your own

leadership development with respect to coaching and what action you would like to take.

Do you have any apprehensions about the action? What support do you wish to ask for?

Coaching for Performance

From the fool's gold mouthpieceThe hollow horn plays wasted words

Proves to warnThat he not busy being born

Is busy dying.

Its Alright Ma (I’m Only Bleeding)Bob Dylan

Learning Objectives The Business Case for

Coaching Understanding the

Coaching process Develop Coaching Skills

Communication Collaboration Commitment Honest Conversation

Leadership Challenge

The World Today …. Cynical Connected Fragmented New Social

Contract People are

Searching for Meaning

At work, Action Plans needed to …

Refocus Attitudes Individual Growth

(Meaning) Connecting (SONG)

Coaching for Performance

What is Coaching? A helping relationship between a:

Client and External CoachSubordinate and Superior Coach

The Coach uses a variety of methods to help the client or subordinate achieve a mutually identified set of goals to improve professional performance and personal satisfaction.

“Individual development with organizational benefits”

Types of Coaches Prescriptive Coach - the coach directs, controls,

and prescribes the behavior of the employee Tells, judges, controls, directs

Environmentalist Coach - the coach prepares an environment where good things happen by encouraging and motivating employees to learn, to test assumptions, to understand patterns and develop relationships among people, organizations, and events Strengthens, teaches, develops, supports, removes

obstacles

To use Coaching … - these beliefs need to be held

Coach – facilitator of learning

Learning Process

Employee /Learner

•My role is to facilitate learning and development•I have skills, experiences and capabilities that I can apply to learning•Learning is important, ongoing and shared•I care enough to help my employees learn

Beliefs that need to be held…

Coach – facilitator of learning

Learning Process

Employee /Learner

I believe the best learning occurs when:•Caring and trusting relationships exist•It is integrated with work•There is two-way feedback•Learners are encouraged to learn for themselves

Beliefs that need to be held …

Coach – facilitator of learning

Learning Process

Employee /Learner

I believe learners:•Are capable of learning•Must be willing to learn•Need to understand how their work relates to the larger organization – the why’s•Need a solid information base

Who to Coach?

If they have Potential1) Coach

If they make Mistakes – Can they Learn? 2) Yes - Coach3) No, but few mistakes – Watch / Be alert

to their actions 4) No, and many mistakes – Let them find

their true calling

Who to Coach?

EntrenchedBehavior

Problems

High

Low

Low High

1

2

3

4

Assess Behaviour

Workwork (When you get to Work)

Assess your workforce

Who are the 1, 2, 3, 4s?

Get others to make assessments too

Gain Agreement Start the Coaching

Process

What Constituents Say Coaches must be / do

Honest – offers straight Feedback

Good Listener Offers Ideas Sets Clear Objectives Open Agenda Available

Coaching Review Forty things every manager should know about coaching: John O. Burdett.

1. Coaching is, exclusively, a process focusing on enhanced performance.

2. The (essential) tools the coach has to work with are: trust, mutual respect, a sense of common purpose, integrity, openness, and honesty.

3. Any durable coaching process must contain three elements: managing expectations (the game plan), monitoring performance (watching the play), and giving feedback (time out).

Coaching Skills

Communication Asking Question Listening for the answers Giving Feedback

Collaboration Develop cooperative goals Seek integrative solutions Build trusting relationships

Gaining Commitment Make constituents feel powerful Connecting performance to rewards Strengthening others

Asking Questions Grand-tour questions – open ended

These questions allow the respondent to tell you what is happening from their perspective

“How are things going with the ‘Thompson’ case?” Probing questions – dig deeper

Keep asking questions until there is understanding on both your parts

“So, Thompson is telling us to work closer with her?” Planned Prompts – specific questions

If a specific topic you want to discuss does not come up – ask about it specifically

“Have you checked on what Jackson is doing?”

Coaching is About Listening Active Listening Exercise

Groups of three Speaker, Listener, Discussant Speaker discuss anything of

interest Listener listens using

effective listening techniques Following, feedback is given

to listener by the Discussant Rotate roles

Speaker

Active Listener

Discussant

Communication

Active Listening ...

Bridging - yes, go on… nodding Restating - So what you are saying is that

AU is the best MBA program in the world. Paraphrasing - So, one reasons is because

AU allows you to work on your schedule. Inviting clarification - Could you expand a

little more on your point that through AU you have met many great people?

Communication

Topics – anything you want

Something about life in the Canada A Piece of History A difficult employee Sports – how about those … ? A pet-peeve The Future Life in general

Communication

Which one were you most effective at using?

Bridging - yes, go on… nodding Restating - So what you mean by that is that Niagara is the

best place in the world. Paraphrasing - So, one of the reasons is that we are close

to TO and Buffalo. Inviting clarification - Could you expand a little more on

your point that Niagara is the best place to live?

Other … Reflect feelings - give a person feedback on the

emotions they are expressing – You sound excited about this possibility

Give emotional support – Oh, poor you.

Communication

Giving Feedback Specific Descriptive Provide PEP

Praise, Evaluation, Praise Own and Employees View Direct it towards Behavior that

can be changed Well timed Clearly understood Commitment to Change

(if needed)

Communication

II Collaboration Secrets

Develop cooperative goals Voice / Input SMART goals

(Specific, Measurable, Attainable, Referred to, Time) Seek integrative solutions

WIN … Mary Parker Follett Build trusting relationships

vulnerable willingly cooperative difficult to develop / enforce Competent, Consistent, Caring, Candid, Character

Collaboration

Misplaced Trust In your groups of three – highlight

a time when your trust was broken.

Was the problem covered by one of Bennis’ trust secrets?

Could the trust be reestablished? How?

The Apology Debate ‘‘If you have behaved badly,

repent, make what amends you can and address yourself to the task of behaving better next time.’’ – Aldous Huxley

‘‘No sensible person ever made an apology.’’ – Ralph Waldo Emerson.

Huxley (Tucker et al. 2006)

A leader’s apology for a transgression will enhance follower perceptions of their transformational leadership for two reasons.

First, when individuals perceive their leader is fair based on the way he or she behaves (e.g., apologizing), they are likely to believe their leader engages in those behaviors willingly.

Second, leaders who apologize will be seen as doing so because they care for the individual and the relationship.

Reflection Point Have you heard a good apology

lately?

Did it work?

LLL

Coaching Skills Communication

Asking Question Listening for the answers Giving Feedback

Collaboration Develop cooperative goals Seek integrative solutions Build trusting relationships

Gaining Commitment Make constituents feel powerful Connecting performance to

rewards Strengthening others

Make constituents feel powerful

Provide ChoiceDevelop CompetenceAssign Critical TasksOffer Visible SupportAnd again - Provide

PEPPraise, Evaluation, Praise

Commitment

Transformational leadership

Skill Development Opportunity to Coach

Pat calls Chris into his/her office to discuss a challenge – Chris has not been performing well lately. His/her sales have leveled off. Pat is confident that Chris can do better.

Chris feels that Pat is unappreciative of the substantial progress s/he has made.

Before assuming the roles imagine how you would feel in such a circumstance - plan your thoughts and then play the role.

Review Focus on Learning – Changing Behaviors &

Attitudes Roles: Counselor, Adviser, Mentor, Facilitator How:

Communicate – Question, Listen, Feedback Collaborate – Input, shared Goals, focus on Gains,

WWW, Trust Commitment – Reward, Strengthen, Feel Powerful

(Choice, Develop Competencies, Critical Tasks, Support)

Let’s Chat

Pat - what techniques did you use?

Chris - what techniques did you use?

Skill Development Opportunity to Coach

Chris calls Pat into his/her office to discuss a challenge – Pat has been performing well lately – met annual goals already. Chris wants to re-set the goals for the last month of the year.

Pat feels that Chris is pushing too hard. Before assuming the roles imagine how you

would feel in such a circumstance - plan your thoughts and then play the role.

Let’s Chat Pat - what techniques did

you use?

Chris - what techniques did you use?

CPI 260

CPI and Coaching

Storytelling Have you heard a

good story about Lollipops lately?

As we watch and listen, find three insights on how to tell a story.

Language of leadership

Jay Conger How things are framed makes a difference

Focus on intrinsically appealing goals and values Accent the positive Highlight the significance of the project Who are the key antagonists Highlight why it will succeed Use analogies, stories, metaphors to make your

point Allow your own emotions to surface when you

speak

Dr. King Let’s read (out loud) the “I have a

Dream” speech Then deconstruct it

Story Telling Secrets Find a Story Tell it Re-tell it

Story Telling Secrets

Find a Story1. Break down the story into an outline of events2. Write out the story in your own words (or draw it if

you prefer as a storyboard)3. Tell your self the story by looking at your notes

(repeat, repeat, repeat)4. Think about the story – are there parts that really

do not need to be there – cross them off5. Tell your self the story by looking at your notes

(repeat, repeat, repeat)6. Tell a friend (no notes or storyboard)7. As you get more confident – add emotions to the

tale including your own ….THEN TELL YOUR STORY

Without support of facts, yours is just another opinion.

Construct an Argument

1) Evidence must be relevant to conclusion.

2) Evidence must provide sufficient support for conclusion.

3) Evidence must be credible.

Relevant

Sufficient

Acceptable

Is this argument RSA?

My friend and I are starting a new company and we want to become rich. A study has found that tall people make more money than shorter people. To save money in our organization, we have decided to hire only people who are shorter than average height.

Leadership Insight Who is on your “Board”? Find

three guides.

Final Thoughts Coaching Listening Skills CPI 260 (Know Thyself) Tell a Story Tonight Tomorrow