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STEPS TOSUCCESS Coaching leaders through their1st critical 90 daysCOACHING GUIDE1The coach approach.2STEPS TO SUCCESS is a self-lead transition process.

Your role as coach is critical to supporting the leader move quickly through their transition to performance, whilst ensuring they pause at critical developmental moments.

This workbook will support you as you support them.

Every transition will be different, and you will build up a portfolio of tools and questions that work for you as a coach.

This Coaching Guide will give you the initial framework and tools to challenge, question, reflect and support your leaders through their 1st 90 days.

Good luck!

Contents3Steps to Success Process

The Coach ApproachFundamentals about coachingThe power of questionsYour inspiration wall

Overview of the Steps to Success framework

DAY ONE KICKOFF Coach notes

0-30 days IMPACT & LEARNINGPreparing for your transitionAccelerate your learningDiagnosing the situationYour 30 day coaching check-in coach notes

30-60 days AIM TO ACHIEVEPlanning for successWorking with your bossBuilding your teamYour 60 day coaching check-in coach notes

60 90 days EMBED & ACTIONAchieving alignmentCreating partnershipsYour 90 day coaching check-in coach notes

STEPS TO SUCCESS processLeader is offered new positionCoach provides copy of 1st 90 days bookLeader shares their 90 day plan with you & mgrLeader prepares their 90 day planMeet with your leader for the kickoff meeting to introduce process and toolkit30 day review with leader60 day review with leader90 day review with leaderNew Leader Integration SessionAvon 360 completedTeam Integration activities3 months6 months1 month2 months3 months1 day4The coach approach setting the foundation5Skilled diagnosticianAction orientated motivatorCurious communicator Passionate people developer

2 things are forbidden as a coachThe answersAsking WHYOUR GUIDING PRINCIPLESPeople have a choicePeople grow from connectionPeople live from their map of the worldPeople have something in commonPeople seek valuePeople are not their behavioursAdapted from ICF core guiding principles Be an example

Be inspired

Be connected

Be their conscience

Be YOUSkilled diagnostician understand the real issue through the baggageAction orientated motivator always focused on moving the leader forwards towards their goalPersonal communicator able to easily build rapport, be supportive whilst also deliver challenging feedback and questions, and listen!Passionate people developer put people first in their map of the world everything is to achieve leaders agenda, genuinely care about their success5The coach approach GROW model6GWORThe coach approach GROW model7GWORWhat are you wanting to achieve?What / how / when specifically?What will success look like to you?How will you know when you have achieved that goal?How will you know when that problem is fixed?

What 3 paths could you follow to achieve this?What else could you do?What are the pros and cons of each option?What obstacles are in your way?What would happen if you did nothing?What has worked for you already?What will you gain / lose by doing that?How would others describe this situation?What is happening now and what is the effect of that?What have you already tried?On a scale of 1-10 how important / urgent is this for you?How far are you away from this goal?What would be your 1st step?On a scale of 1-10, how committed are you to this goal?Who can support / block you in achieving this?What can stop you moving forwards?How likely is this to succeed?Whats your plan of actionClarify the goalCheck realityCheck will & way forwardExplore obstacles & optionsThe coach approach the power of questions8Im curious, how do you think I can help you?Imagine youve just had an ideal week what 3 things did you complete?Whats your favourite way of sabotaging yourself?I was wondering, when it comes to your goals, what do you do to get in your own way?Whats the problem in a paragraph in a sentence in a word?If there were 2 rules that everyone would have to follow, what would they be? (clue to your values)What would you try now if you knew it could not fail?When during the day do you have the most energy? Do your important tasks thenWhat will happen if you do nothing?What could you achieve today if you slightly lower your expectations (great for perfectionists)What are you tolerating / putting up with that needs to change so you can move forwards?If you were to consider whats POSSIBLE instead of PROBABLE, what could you achieve?If you were to pick a symbol that represents what you want to achieve, what would it be?If you didnt get done what you wanted What did you do instead?If you say yes to that, what are you saying no to?We show people how to treat us by the way we treat ourselves How do you teach people to treat you?

How will you specifically know when youve achieved your goal? What does success look / sound / feel like?Who will you BE when you achieve what will others see in you?What is the story you are telling yourself? Do YOU believe what you just said?What do you currently blame on others, that you could take responsibility for yourself?

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YOUR INSPIRATION WALL

IMPACT & LEARNING0 30 days60 90 days30 60 daysAIM TO ACHIEVEEMBED & ACTIONPreparing for your transition

Accelerate your learning

Diagnosing the situationPlanning for success

Managing your boss

Building your teamAchieving alignment

Creating partnershipsThe 90 day overview10TOPICS TO REVIEWIntroduce the process using the Kickoff deck & complete self assessmentEnsure they have a copy of 1st 90 days book by Michael WatkinsSchedule dates for 30/60/90 coaching sessions and NLIReview their current position on the change curveAnswer any initial questions or concerns they may haveEncourage reflections on the 1st impressions they want to makeCheck theyve reviewed their learning styleDAY ONE KICKOFF COACH NOTESOBJECTIVE:To introduce the Steps to Success process, share the framework and set expectations for the following 90 daysUSEFUL COACHING QUESTIONS:

What attracted you to this role, and what are your initial expectations?

Why do you think you were selected for the role?

What do you think you will find most challenging in the role?

What one piece of advice would you give yourself?

What would make this role a success for you?

What is the biggest obstacle to your success, and how can you change this?

What first impressions do you want to create and how will you do this?

On a scale of 1-10, how confident are you feeling about this role?

What are you prepared to do to give yourself the best chance of success?

What transition are you making and what is different compared to your previous role? E.g. now managing managers, leading change, preparing strategies, managing politics

USEFUL TOOLSSTS: Change curve model Kick off deck Self assessmentARTICLE: Harvard Business Review Make Yourself Indispensible John Zenger

COACH VALUE: Explain the process12

12IMPACT & LEARNINGPreparing for your transition

Accelerate your learning

Diagnosing the situation130 30 DAYSEducation is learning what you didnt even know you didnt know1) Module Overview Preparing for Your Transition14GoalTo provide you with the basic principles for mentally preparing yourself for your new role. Helping you to recognise that there is a period of transition before achieving productivity. Ensuring you understand your strengths and vulnerabilities and recognise the impact these may have on your achievement of success in your new role ExpectationsTo have established a clear breakpoint from your previous roleTo have evaluated your vulnerabilities and have developed strategies to effectively manage theseTo have made an initial assessment of your network in the new organisationSuggested ActivitiesAssess your problem preferencesGather feedback on your strengths and vulnerabilitiesComplete your Personal Success AssessmentQuestions Do you have a definitive date agreed when you start your new role? When will you have closed out what you are currently working on? What activities have you put in place to hand-over your old responsibilities? What do you need to do to ensure that you make the mental leap into your new position? Who might you seek advice from? What other activities might help you do this? What are your problem preferences? What strategies have you put in place to avoid reverting to these preferences? Who can support you with calling this out if you revert to preference? What has made you successful in your career so far? Can you succeed in your new position by relying solely on these strengths? If not, what are the critical skills you need to develop?

Are there aspects of your new job that are critical to success but that you prefer not to focus on? Why is that? How will you compensate for your potential blind spots?Additional resourcesBOOK: What got you here wont get you there Marshall GoldsmithARTICLE: Harvard Business Review Make Yourself Indispensible John Zenger152) Module Overview Accelerate your LearningGoalTo ensure efficient and effective learning process to accelerate your performance in roleExpectationsTo identify vulnerabilities and strengths for the roleTo establish what you need to learn and how to get that informationTo plan time to dedicate to learning before actingSuggested ActivitiesCreate your guiding questions about the past, present & futureDevelop your slice approach asking the same question at different levels of the organisationComplete the Learning plan templateIdentify your learning styleQuestions Are you effective at learning about your new organisations? Do you sometimes fall prey to the action imperative? To coming in with the answer? If so, how will you avoid doing this?

What is your learning agenda? Based on what you know now, compose a list of questions to guide your early inquiry. If you have begun to form hypotheses about what is going on, what are they and how will you test them?

Given the question you want to answer, which individuals are most likely to provide you with solid actionable insights?

How might you increase the efficiency.. How soon are you expected to deliver results?Additional resourcesBOOK: Kiss, bow or shake hands (understanding cultural differences)163) Module Overview Diagnose your situationGoalTo clearly identify the type of situation your organisation is in, and learning to adapt your approach & strategy to suitExpectationsTo identify your situation preferenceTo identify the current situation for your organisation and plan the approach requiredSuggested ActivitiesGather data to diagnose which stage the organisation is atComplete your STaRs fit assessmentQuestions What STaRs situation are you facing?

What are the challenges and opportunities associated with this and how are you prepared to respond to these?

How does this impact your learning plan?

Have you lead in this type of situation before?

How do your strengths and vulnerabilities fit with this situation?

What is the general frame of mind of the team and how can you re-engage with them?

How quickly do you need to react?Additional resourcesREADING: Strategic thinking toolkitTOPICS TO REVIEWReview progress and learnings from past 30 days / review change curve progressHave they broken free from their old role?Have their identified what made them successful in the past and vulnerabilities for this role?Have they identified what technical / political / cultural areas they need to learn?Do they have learning plan endorsed by their mgrHave they identified which STaRs situation they are facing?30 DAY CHECK-IN COACH NOTESOBJECTIVE:To encourage leader to reflect on themselves as a leader, their strengths and vulnerabilities, and develop their learning planUSEFUL COACHING QUESTIONS:

How much time are you now able to focus on the new role? What can you do to make the split?

Are you giving yourself the best chance to make a great first impression?

What gear are you in? Do you need to go faster / slower?

What surprises have you had so far?

What have been the highlights / lowlights of the first 30 days?

What strengths have you shown in the past that can hinder you in this new role?

What dont you know you dont know?

What are the most important areas for you to learn?

Which are the areas of your new role that you are most likely to try to avoid?

What specific situation (STaRs) are you now facing and what does this mean for your leadership style, team engagement, ways of working?

USEFUL TOOLSSTS: Personal Success AssessmentProblem Preferences AssessmentLearning PlanSTaRS Fit AssessmentBOOK: What got you here wont get you there Marshall GoldsmithARTICLE: Harvard Business Review Make Yourself Indispensible John Zenger

COACH VALUE: Slow down and encourage self reflectionAIM TO ACHIEVEPlanning for success

Managing your boss

Building your team1830 - 60 DAYSAs you climb the ladder of success, be sure its leaning against the right building194) Module Overview Planning for successGoalTo develop a long term goal and plan for early wins along the way to build credibility and energyExpectationsTo identify what your long term achievement will be in the roleTo prepare waves of change and plans for longer term goalTo have planned and delivered 3-4 quick winsSuggested ActivitiesIdentify 3-4 areas of quick improvement (quick wins)Consider the first impression you want to createFind out what frustrates the teamComplete the Early Wins PlanQuestions What are you here to do?

What do you want your legacy to be?

What are youre a-list priorities?

What will your promotion letter say about your achievements in this role?

How do you want to be seen as a leader? What is important to you?

How can you make the best 1st impression?

What behaviours would you like to see in the team when you leave?Additional resourcesKotter Change Mgt materials205) Module Overview Negotiating success with your bossGoalTo build a good quality working relationship with your boss to support your transition and successExpectationsTo have various meetings with your boss to understand their style and expectationsTo reflect on how to adapt your style and approach to suitSuggested ActivitiesComplete the Managing my Manager PlanPlanning and implementing all the key conversations Situation / Expectations / Style / Resources / Personal DevelopmentHave a 30 / 60 / 90 day review with your bossComplete an MBTI or personality profile assessment with your boss to understand differencesQuestions How have you built relationships with your past managers?

Do have any experience of not getting along with a previous boss? What are your learnings from that situation?

What are you willing to compromise on to make the relationship work?

What can your boss do to support you to be successful?

What could you boss do to block / frustrate you and how can you prevent that?

What could YOU do to block / frustrate your boss and how can you avoid that?

What additional resources do you need to be successful? How will you ask for these?

What are your boss priorities and expectations? Are there any conflicts here?Additional resourcesARTICLE: Harvard Business Review - Managing your Boss (John Gabaro & John Kotter)216) Module Overview Building your teamGoalTo understand your teams makeup, stage of development and dynamics in order to lead more effectivelyExpectationsTo design your ideal team structureTo assess your current team against future requirementsSuggested ActivitiesCreate your new organisational structure based on your strategyIdentify skillsets and behaviours for future successComplete an assessment analysisComplete your Team Diagnosis AssessmentQuestions What skills and roles will be essential for the future success of your team?

What will your organisation structure look like?

What help will you need with the restructuring process and where can you find it?

What personnel changes do you need to make?

How do you want your new team to operate? Do you need to make any changes to incentive systems?

How will you manage decision making? How will engage all your team members? How will you manage their performance? Are you implementing team goals or individual goals? What stage of development are your team at and how can you move them to performance?Additional resourcesREADING: Tuckmans stages of team development / Belbin team rolesTOPICS TO REVIEWReview progress and learnings from past 60 days / review change curve progressHave they identified their early wins and long term goals?Have they discussed the expectations of their manager?Have they understood their managers style, preferences and values?Have they reviewed the current team vs ideal structureHave they spent time with their team to understand the stage of team development?60 DAY CHECK-IN COACH GUIDANCEOBJECTIVE:To focus leader on creating success and building credibility with the team, manager and stakeholders.USEFUL COACHING QUESTIONS:

What achievements would you want to list on your CV when you move on from this role?

If you focused on what is POSSIBLE, rather than whats PROBABLE, what could you achieve?

What are the early wins / areas of low hanging fruit that would make a difference to the business?

What are the messages / teachable moments that you want to maximise in the coming weeks?

Reflect on any difficult mgr relationships you have experienced in the past what learnings can you take from these?

What could you do that would really frustrate your manager?

What is important for your manager? What does success look like for them?

Are there any areas where your expectations are not aligned with your manager? How can you respond to this?

What type of culture do you want to create in your team? How can you do this?

USEFUL TOOLSSTS: Early Wins Plan Managing my Manager Plan Team Diagnosis AssessmentARTICLE: Harvard Business Review - Managing your Boss (John Gabaro & John Kotter)Kotter Change Management MaterialsBelbin Team roles informationCOACH VALUE: Encourage early wins focus & ownership of mgr relationshipEMBED & ACTIONAchieving alignment

Creating partnerships2360 - 90 DAYSAs you set sail on a journey, make sure everyone is rowing in the right direction247) Module Overview Achieving alignmentGoalTo evaluate the effectiveness of the current strategy, structure, systems and skills and identify misalignments and improvements required.ExpectationsTo review the current situationTo identify actions which will ensure congruence between strategy, structure, systems and skillsSuggested ActivitiesComplete a SWOT analysis of your teams situation and identify actions for improvement to each element of Galbraiths STAR modelReflect back on the STaRs situation assessment you completed earlierQuestions What misalignments do you see in the current situation? How could you correct these?

Who is empowered to make decisions and how?

Is the organisation making decisions in the best way?

Do the reporting relationships encourage 2 way, effective communication?

Are messages being lost as they are cascaded through the organisation?

What bottlenecks are there in the current processes? Which processes add significant value to the business?

Are there any systems and processes which are in conflict, duplicated or ineffective?

Is the teams critical knowledge in the heads of few or many?Additional resourcesResearch the Galbraith model258) Module Overview Creating partnershipsGoalTo build solid partnerships and networks to enable your success in the new roleExpectationsTo identify the network that will support you to be successfulTo identify relationships that are no longer rewarding and value addedTo identify supporters, blockers and convincibles who will impact your successSuggested ActivitiesComplete a Networking map and energy matrixComplete an Influence map for yourself and your role identify key decisions makers and power pointsQuestions Who are the supports / blockers / convincibles in your new role?

Who can significantly impact your chance of success?

Which are the key relationships that you need to leverage?

Who is in your current network?

How can these partners support you in your new role?

What roles can support you on an operational, strategic and personal perspective?

Would you benefit from a coach / mentor?

Who makes decisions in the organisation?Additional resourcesARTICLE: Harvard Business Review How leaders create and use networks, (Ibarra & Hunter)TOPICS TO REVIEWReview progress and learnings from past 60 days / review change curve progressHave they built their strategy / structure / systems for the situation?Needs for a mentor / coachHave they reviewed their network to ensure they have sufficient supportHave they identified who their opponents and convincibles are and have a plan of action?Their 3 pieces of advice for future successFinalise the date and details for their New Leader Integration90 DAY CHECK-IN COACH NOTESOBJECTIVE:To enable the leader to put their learnings into practice and to focus on strategy, actions and building a support network.USEFUL COACHING QUESTIONS:

What is your strategy for the role and what actions will you put in place to achieve this?

How will you engage your stakeholders on your vision?

Who are the key people who can support / block you and how will you manage them?

How will you ensure you can spend sufficient time building and maintaining your network for the future, not just for today?

What has your biggest wake-up call been?

What has been your proudest moment in the past 90 days?

What have you discovered about yourself in your 1st 90 days?

Who are you as a leader?

What do you need to stop doing?

What are your critical success factors for this role?

What is your plan of action from here?

USEFUL TOOLSSTS: SWOT analysis Network Map Influence MapARTICLE: Harvard Business Review How leaders create and use networks, (Ibarra & Hunter)Galbraith STAR model

COACH VALUE: Speed up - focus on action27LOOKING AHEAD: THE NEW LEADER INTEGRATION

AVONS NEW LEADER INTEGRATION PROCESS(after 90 days in role)

Purpose: To gain 1st impression feedback / advice to leader To enhance the working relationship in the team To show the personal side of leadership trust / honesty / vulnerability

Approach - 1 day facilitated session

Full support and facilitation from the HR leader

PART 1 PART 2Creating a list of questions / comments for leaderFeedback and discussion sessionAvon Corporate Template11/19/2012 2:47 PMSpeaker.ppt27NOTES28