Principles of Coaching

1. Coaching Counseling presented by Vicki StaschManagement Consultantwww.vickistasch.comvickistasch@comcast.net559-733-0634

2. Principles of Coaching • Manager’s are usually people who have been promoted because they have been top performers • “Baptism by fire” is customary training • Every work environment has a climate • Most employees are not like you • Coaching and supervising is not a popularity contest • Coaching poor performers will not be fun • Your team depends on you to address performance • Changing performance is not your responsibility-you coach and give feedback –employee is responsible

3. The Three Stars • Super star: outstanding performers- 10-30% • Middle stars: average performers-50% • Rising stars: • Falling stars: consistently fail to carry their share-10-20% • All stars share need for consistency and elimination of contradictions • Written reviews that differ from verbal feedback • Priorities conflict with mission • Stated importance of teamwork while implementing procedures that pit people against each other • Claiming people are most important and eliminating employee training because of time

4. Star activity • Write names of employees beneath one of three categories: Super star Middle star Rising Stars Falling star

5. 7 Ways to Reduce Need for Performance Improvement • Hire people with talent, desire, ability • Clear communicate expectations and job duties, confirming understanding-two way communication here, verbal and written • Continually train • Provide regular performance feedback • Provide constant recognition for good performance • Hold people accountable for negative performance and behavior • Be a role model for the team at all times

6. 7 Ways in Insure Failure in Performance Improvement • Begin with statements about rumors, hearsay • Wing it from a “feeling” state rather than planned process • Criticize the person, not the behavior • Counter all employee input with “Yes, but” • Do not be specific-be general so the employee does not get it • Allow employees to blame others • Make the session the final event, with no follow up

7. Tips for Coaching the Superstars • Involve them • Delegate and avoid micro managing • Encourage them to teach others • Provide career enhancing training-public speaking, leadership program, writing course • Ask them to fill in for you when you are out • Challenge and stretch them • Celebrate their successes and tell them how much you appreciate their work • Listen to their ideas on how to improve things • Promote them

8. Coaching the Middle Stars • Check yourself first using the climate check to identify inconsistencies. Complete climate check on page 12. • Increase their responsibilities-stretch them • Give frequent, specific, accurate feedback • Provide a resource library of tapes, books, videos to help them become the best • Teach them how to set goals • Catch them doing things right frequently, praise them • Have them work with a superstar • Ask them what motivates them and reward them accordingly.

9. Coaching the Falling Stars • Remember every supervisor has a problem employee-uncooperative, unstable, chronically late, or just getting by • Spending too much time on this employee takes away from your coaching the other stars • If you allow them to slide by, the belief that “the less I do, the less I’ll be asked” is reinforced • If you have answered yes to all climate check questions (page 12) then conduct a review session in which the employee either commits to standards or chooses to face logical consequences.

10. Steps in Performance Review 1)As manager, complete the climate check questions in the Coaching Handbook. If all are “yes” proceed. Otherwise correct the climate. 2) In writing define and analyze the performance issue. The discrepancy between _________’ performance and my (FCHN) expectation is_______________________________ The impact on my team and customers is _________________________________________

11. Steps 3) Practice the session with your manager or peer all in confidence. Instructions for role play on p 22 or “Handbook” 4) Select the place-away from interruptions, no phone calls. 5) Have solutions prepared, never assuming the person will

12. During the Session 6) Tell specifically why the meeting: “I called you here because there is a problem. The problem is_____________________which is different than expectations we agreed upon. The impact on the team and customers is __________________________________ 7) Gain agreement that there is a problem: “ I need your agreement to solve this and get your performance back on track” If employee disagrees repeat step 6, then if necessary “ I am sorry you do not agree. The fact is you will meet your responsibility to correct this problem or face disciplinary action.”

13. During the session 8) State specific consequences “What do you think will happen if this continues?” Allow response. If none, state them yourself. 9) Request an action plan “What, specifically, are you going to do to insure we do not have this discussion again?” (example on 29-30) 10) Reinforce the employee’s commitment “Good, this is serious and I expect you will solve this problem. Thanks, and I am counting on you”

14. After the Session 11. Follow up immediately with written feedback of the session and the action plan (example, p33) 12. Monitor the action plan. If problem is corrected, recognize that. If no follow through proceed to FCHN disciplinary process. Employee is responsible. If you do not hold person accountable, they will not change