Personal and Team Development Models

Quentin Christensen

Impact of Instructional Coaching

Coaching: Approaches and Perspectives, Corwin Press 2009

Workshop

Workshop an

d Modelin

g

Workshop, M

odeling,

and Practi

ce

Workshop, M

odeling,

Practice

, and Feed

back

Workshop, M

odeling,

Practice

, Fee

dback, a

nd Coaching

0%

20%

40%

60%

80%

100%Rates of Transfer from Classroom Into Practice

Existing level of knowledge, skills, and attitudes

Potential unlocked by training

Unexploited potential which can only be released by coaching

Success

What People Think it Looks Like

What it Actually Looks Like

The Pit of Success

Capable

Excitement

Bored

Good learners go into the pit.

New and difficult challenges.

Confused

Stressed OverwhelmedFrustrated

New ideas and strategies learned

Improving

Happy

New higher level of ability

Going into the pit means you are beyond your experience, maybe performing worse.

ConfidentComfortable

Comfort Zone

http://blogs.technet.com/b/quentin/archive/2014/07/10/the-pit-of-success.aspx

http://www.teamsandleaders.com I attended the 2 day Leading With Emotional Intelligence training and highly recommend it.

Interests:Underlying motivations

Needs & concernsFears & hope

Position:Things said

Demands made

Obvious:What you are told

Underneath:What you don’t hear, but will drive behavior and affect outcomes.

Iceberg Model for Conflict

Challenge

Ability

Too Much Stress

Not Growing

In The Groove: Optimum Performance

The Groove of Optimum Performance

Hi

Low

Low Hi

Skill

Will

The skilled person who is in need of attention.

A nervous beginner, or someone who has failed

before.

The skilled worker who is looking for more

opportunities to develop.

The enthusiastic beginner.

Coaching Skill vs. Will

http://rapidbi.com/coaching-model-skill-vs-will-supervise-coach-support-delegate/

The Five E’s of Coaching ExcellenceEstablish

Excite

EncourageEnergize

Evaluate

http://www.excellenceinpeople.co.uk/

Assessment

Awareness

Growth

Ongoing Coaching & Feedback

Skill Talent 1-2 3-4 5-6 7-9Adaptability Adaptability • Actively seeks information and tests assumptions.

• Shifts his or her approach in response to the demands of a changing situation.• Demonstrates resilience, and maintains a constructive attitude in times of change.

• Actively seeks information and tests assumptions.• Shifts his or her approach in response to the demands of a changing situation.• Demonstrates resilience, and maintains a constructive attitude in times of change.

Collaboration CommandInclusivenessRelatorWoo

• Communicates with individuals from other teams or organizations, and listens carefully to how they perceive mutual issues or opportunities.

• Identifies areas to partner on cross-group initiatives to achieve joint or complimentary goals.

• Builds trust and respect with people outside of his or her immediate team.

• Communicates with individuals from other teams or organizations, and listens carefully to how they perceive mutual issues or opportunities.

• Identifies areas to partner on cross-group initiatives to achieve joint or complimentary goals.• Builds trust and respect with people outside of his or her immediate team.

Customer Focus AnalyticalEmpathyWoo

• Evaluates products, services, and issues from the customer's perspective.• Considers customer needs and reactions when evaluating effort and trade-off decisions.• Focuses on providing a positive experience to customers.

• Gathers customer impressions of products and services and integrates this feedback into decision making.

• Seeks information about the underlying needs of customers.• Allocates and aligns resources to optimize the customer experience.

Drive for Results AchieverActivator

• Develops and communicates realistic performance goals and standards. • Builds plans that consider potential obstacles and immediate and long-term

consequences.• Solicits and acts on feedback about his or her own performance.

• Develops and communicates realistic performance goals and standards. • Builds plans that consider potential obstacles and immediate and long-term consequences.• Solicits and acts on feedback about his or her own performance.

Influencing for Impact

CommandRelator

• Listens for the priorities and concerns of others, and acknowledges differing perspectives. Anticipates others’ reactions.

• Approaches communications with others in a respectful manner.• Adapts a presentation or discussion to appeal to the interest of others.

• Listens for the priorities and concerns of others, and acknowledges differing perspectives. Anticipates others’ reactions.

• Approaches communications with others in a respectful manner.• Adapts a presentation or discussion to appeal to the interest of others.

Judgment • Scopes problems by identifying key issues, inputs, and outcomes.• Builds a job-relevant base of knowledge to solve problems.• Makes business decisions with support from others.

• Scopes problems by identifying key issues, inputs, stakeholders, and outcomes.• Builds a job-relevant base of knowledge to solve problems.• Makes important business decisions with confidence.

Innovation IdeationStrategic

• Demonstrates how deliverables meet customer needs. Effectively uses research, and seeks opportunities to interact with customers.

• Generates new ideas for meeting customer needs.• Articulates how an idea fits into wider scenarios. • Identifies risks within scope. Resolves issues via an established process or with

coaching.

• Advocates for product integrity, and suggests improvements to quality control methods linked to his or her own project or feature.

• Consistently uses a system or tool to generate a pipeline of viable ideas.• Develops multiple options for fulfilling customer needs. Views features as part of an integrated

customer experience.• Proactively manages risk and suggests improvements to existing risk-management processes

Planning and Organizing

• Demonstrates time-management and organizes resources to complete projects on time, to specification, and at expected quality.

• Demonstrates preparedness, institutes measurement strategies, and responds to project-related problems.

• Communicates regularly with project stakeholders to gain alignment and present business value.

• Manages available resources to complete projects efficiently and on time.• Develops and communicates sound plans by determining the time, complexity and processes

required to successfully achieve the final outcome.• Develops methods to track and report metrics. Gains agreement on quality and relates it to

business value. Shifts priorities as required, mitigates risks, and takes corrective action to prevent undesirable outcomes.

Technical Excellence • Applies engineering principles to solve complex problems through sound and creative engineering.

• Quickly learns new engineering methods and incorporates them into his or her work processes.

• Seeks feedback and applies internal or industry best practices to improve his or her technical solutions.

• Proactively seeks new, difficult challenges to test and apply technical acumen and results.• Applies new engineering methods and incorporates them into his or her work processes in

innovative and creative ways. • Proactively explores opportunities amid ambiguity.

Skill Level Model

Skill Level Model9

8

7

6

5

4

3

2

1

Adaptability

Collaboration

Customer Focus

Drive for Results

Influencing

Judgment

Innovation

Planning &

Organizing

Execution

Technical

Excellence

Domain Knowled

geUX

DesignAnalytic

alRespons

ibility Relator Achiever Significance

Talents: vary per person

What got you here?

Drive

Success

Scalability1

2

3

4

Technical Expertise

Learn New Skills Faster

Greater Responsibility

Intelligence

Gets You In The Game

Will what got you here get you there?

Now you must be intentional about your development.

Wall & TrapsExcessive task orientation

Won’t listen to input

Working in isolation

Ignoring people problems

Competency Arrogance Overfunction

Bridge to New Skills

Old Skills New Skills

Deliberate Development Practice

New Challenges

No Arrogance

Take On Ambiguity

Feedback

Greater

ImprovementDevelopment Achieve Goals

Don’t Rely On the Past

Inattention to Results

Avoidance of Accountability

Lack of Commitment

Fear of Conflict

Absence of Trust

Five Dysfunctions of a TeamThe Five Dysfunctions of a Team

Self Awareness• Emotional self-awareness• Accurate self-assessment

Social Awareness• Empathy• Organizational awareness• Service orientation

Self Management• Emotional self control• Transparency• Adaptability• Achievement orientation• Initiative• Optimism

Relationship Management• Developing others• Inspirational leadership• Change catalyst• Influence• Conflict management• Teamwork & collaboration

Emotional Intelligence

Relationships: Building TrustGoals What do you need to achieve?Reality What is happening now?Options What could you do?Will What will you do?Tactics How and when will you do it?Habits How will you sustain success?Results: Celebrating the results

http://insights.com/

• Cool Blue • Fiery Red

• Sunshine Yellow• Earth Green

CautiousPrecise

DeliberateQuestioning

Formal

CompetitiveDemandingDetermined

Strong-willedPurposeful

SociableDynamic

DemonstrativeEnthusiasticPersuasive

CaringEncouraging

SharingPatientRelaxed

Discovery Insights Personality Types

Supporting• P

raise, listen, facilitate• For people who have high competence and variable commitment

Situational Leadership Style

Hi

Low

Low Hi

Dire

ctive

SupportiveSituational Leadership Styles

Hersey and Blanchard's Situational Leadership® model

Telling Selling Participating

Delegating

Tannenbaum and Schmidt Continuum

Use of Authority By the Manager

Area of Freedom for Subordinates

Directing vs. Empowering1 Make decision and announce it2 “Sell” decision3 Present ideas and invite questions4 Present tentative decision subject to change5 Presents problem, gets suggestions, makes decision6 Defines limits; asks group to make decision7 Permits others to function within defined limits

The Tannenbum and Schmidt Leadership Continuum

Directing

Empowering

Maturity

http://www.businessballs.com/tuckmanformingstormingnormingperforming.htm

Partnerships Performing

Procedures & Methods Norming

Roles & Responsibilities Storming

Purpose & Goals Forming

Climate Setting Resolving Conflict

Valuing Difference &

Bonding

Reaching Out & Connecting

Design & Iteration Funnel

Sketch Wireframe Mockup Spec Prototype

Low Fidelity High Fidelity

Idea Generation

Concept Selection

 Bucket Model

When your bucket is empty you are at rock bottom.

When your bucket is full you are motivated and feel great.

What level is your bucket at?

What fills your bucket? What empties your bucket?

Feedback LoopReceive

Feedback

Implement Feedback

Tell Feedback

Giver About Results

Seek out solicited and unsolicited feedback.

Take action by incorporating the feedback into your work.

Ensure the person that gave you the feedback knows how you acted on their ideas.

You know you know You know you don’t know

You don’t know you know You don’t know you don’t know

Knowledge

Appendix / Works In Progress