Developing Your Team: Coaching Subordinates

1. Developing Your Team: Coaching Subordinates Keith Reznick Ron Graham Presented by:

2. About Your Presenters • Keith Reznick President, Creative Training Solutions • Over 40 years of sales, sales management, training and coaching experience • Conducted over 1,500 workshops • keith@creativetraining.com, 856-784-3466 • Ron Graham EVP of Business Development, Freeman AV • Over 30 years of business experience • MBA, Northwestern University • Avid rock climber, canyoneer and mountaineer • Ron.graham@freemanco.com, 702-241-9812

3. Imagine…

4. Workshop Overview / Agenda Overview Agenda Incrementally Improve: • Types of risk • Essential leadership skills • Communications discipline • Performance improvement • Recruiting people • People development skills • Communicating goals and expectations • Empowering team members • Providing / obtaining feedback • Coaching, counseling and motivating

5. Two Key Types of Risk • Forces outside of your control • Reduced by avoiding or mitigating it Objective Risk E2MA World:    Mountaineering World:  Falling rocks / ice; high altitude  Crevasses and avalanches  Bad weather and temperature

6. Two Key Types of Risk Subjective Risk • Caused by those experiencing it • Can be reduced by: • Identifying & preparing for objective risks • Responding appropriately E2MA World:     Mountaineering World • Poor planning / training • Poor team member selection • Bad equipment / judgment • Bad communications

7. Beware of the “Death Spiral”! • One poor judgment can increase the probability of another: • Errors provide false information that can lead to more errors • A chain of bad decisions reduces probability of successful outcome

8. Your Team Can You Spot the Gorilla?

9. Avoid “In-Attentional Blindness”! Focus Your Team Focus on Specific Problem More General Watch In-Attentional blindness is the failure to notice an unexpected stimulus that is in one's field of vision when other attention-demanding tasks are being performed. It is categorized as an attentionalerror.* * http://en.wikipedia.org/wiki/Inattentional_blindness

10. Positional Experience/expertise Network Personal trust Develop Leadership Capabilities Leadership = Ability to influence perceptions, attitudes and actions Leadership Capabilities Power Sources Include: Include: • Identify / reduce risks • Leadership ‘power’ • People development • Build (earn) credibility and trust • Communications discipline • Motivate and reward Titles ≠ instant credibility

11. Leadership: Recruit the Best People How does your team compare? MTN EM

12. Leadership: People Development Align your teaching style with each team member’s learning style • Formal Authority • Demonstrator • Facilitator • Delegator • Visual (“see”) • Audio (“hear”) • Kinesthetic (“do”) Learning Style Teaching Style

13. Leadership: People Development Stages of Learning Gamification: A business strategy which applies game design techniques to non-game experiences to drive user behavior. • Rewards engagement • Focuses attention • Speeds up learning • Makes learning addicting What does Mastery enable you and your team to do?

14. Leadership: Credibility is Earned Help Your Team: • Develop skills & experience: • Lead by example • Teaching • Empowering • Praising • Gain confidence by: • Listening and responding • Championing causes • Guiding development • Celebrating progress

15. Leadership: Trust is Earned • Honor commitments • Display integrity and reliability • Set realistic expectations “Trust is the fundamental building block of human relationships. It is at the root of how we treat each other. It is a principle that governs how we perceive others and how others see us. It is a standard for how we lead and manage our businesses.” - Edward M. Marshall, author of Building Trust at the Speed of Change Suggestions • Be fair, firm, and friendly • Listen and respond to concerns • Use objective, not subjective, criteria to provide guidance and direction

16. Leadership: Communication Challenges • Have you ever provided direction that: • Was totally misunderstood? • Generated a response you didn’t expect? • Was challenged, ignored or defied? What were the consequences?

17. Leadership: Communications Discipline Create Environment That Fosters Two-Way Communication • Communications must be clear, timely and sufficient • Standards should be agreed upon and enforced • Use visual aids when possible • Confirm what was said and what was heard are the same • Develop insight • Resolve conflicts • Establish objective performance criteria • Give and receive objective feedback • Develop versatility • Teach self-coaching • Climber: “climbing”, partner: “climb on!”

18. Leadership: Communications Discipline Develop Insight Probe  Listen  Evaluate  Respond • Ask (What? Why? How?) questions • Identify what’s important before responding • Listen objectively for facts and feelings • “Listen” with your eyes; convey interest nonverbally • Let the person finish – pause, then respond • Hear what’s been said (not what you want to hear!) • Acknowledge or support, then probe or respond • Provide information and probe for feedback

19. Leadership: Communications Discipline Resolve Conflicts Acknowledge concern Probe to develop understanding Ask how they’d resolve the conflict OR Suggest a resolution Probe for feedback

20. Leadership: Establish Performance Criteria • Define and discuss roles and responsibilities • Discuss expectations and results • Identify: • Specific skills to be developed • Knowledge to be acquired • Use written Action Plans* * keith@creativetraining.com

21. Leadership: Provide Feedback • Don’t make the person defensive • Focus on joint interests and concerns • Provide constructive feedback in private • End on a positive note • Be specific; state facts; keep it balanced • Teach self-coaching: • “How might you have handled this differently?” or • “How will you handle a similar situation in the future?” “Good and bad things will happen; it's how you react… that makes the difference in your life.” - Ken Blanchard and Spencer Johnson, authors of The One Minute Manager

22. Leadership: Receive Feedback • Seek and welcome feedback • Right time • Separate your feelings: • Person • Content • Confirm understanding before reacting • Consider feedback objectively • Avoid blaming others • Act on feedback you receive

23. Leadership: Self-Coaching • Monitor, measure and evaluate own behavior and results and use findings to understand, among other things: • What’s working, and why; • What’s not working, and why; and • Which behaviors should be repeated and which should not

24. Leadership: Motivation & Reward Recognize and Celebrate Success!!!

25. Performance Improvement • Post EDC, will you commit and follow through? • Define goals for yourself and your team • List and prioritize specific action items • Create a 30-, 60-, and 90-day plan • Track results and start process again

26. Questions?

27. Creative Training Solutions Creative Training Solutions provides consulting services and designs, develops and delivers live and online training programs and training products. Since 1989 we have conducted more than 2,000 workshops and trained more than 40,000 people how to: • Be more effective communicators; and • Build better business relationships on and off the show floor. 5 Timberline Drive Voorhees, New Jersey 08043 856-784-3468 keith@creativetraining.com Visit us at www.creativetraining.com for articles & worksheets on show success you can download as well as information about online and live exhibit staff & sales training workshops.