Coaching and Associate Development

1. Coaching and Associate Development Pat Eglinton

2. Agenda • Introduction to Coaching • Coaching Articles • Coaching with Compassion • Coaching Generations in the Workplace • Exercises and Practice Routines

3. Introduction to Coaching • Grounded in persistence, listening, and direction • Will help inspire others to follow and improve themselves to perform at peak performance • Involves a developmental relationship that will support associates in attaining goals and realizing their potential • Not solely focus on helping the coachee overcome a problem

4. Coaching Articles:“Coaching with Compassion”“Coaching Generations in the Workplace”

5. Coaching With Compassion • Coaching : “facilitative or helping relationship with the purpose of achieving some type of change, learning, or new level of individual or organizational performance.” • Compassion : “interpersonal process that involves noticing another person as being in need, empa­thizing with him or her, and acting to enhance his or her well-being in response to that need.” • empathizing, caring and acting in response to another person's feeling • Focus of development of Ideal Self (who that person wants to be: goals, aspirations, values) and on their strengths • Fostering feelings of caring and comfort with the environment • Creation of higher quality relationships in the organization and enhance the commitment exhibited from its associates.

6. Coaching Generations in the Workplace • Understanding a person’s beliefs, attitudes, and values about the world can help in the coaching process • Generational differences in employee can result in in work ethic and expectations • Must understand you own generational bias and how it may influence interpersonal communication • Three Generations are analyized: • The Silents(Age 55+ - Born 1944 or before) • The Boomers (Born 1945-1960) • Generation X (1960-1980s)

7. Coaching Generations in the Workplace • Silents (55+): Traditional American values (family, hard work, respect). Hierarchal organizations with a clear distinction between workers and managers. Expect managers to act and coach in professional/official manner and with integrity. Be respectful and polite given tendency to value the use of good manners. They also value obedience over individualism. They prefer learning in a traditional classroom setting. • They have a strong sense of duty so it is important to emphasize the need of the skills they exhibit. Pushing them to multitask will produce negative results. • Boomers (Born 1945-1960): Prefer work environments that are democratic, caring and positively impacting the world. Preform best under someone who knows them and treats them as a peer. Expect recognition of individual achievements and contributions. A lot of work, family and community demands and appreciate emotional support managers. •  Effective coaching of this generation might involve reminding them of the powerful impact of their work. They value life-long learning and education. An effective technique might be providing them with various means of learning (I.e. books, videos, self-study guides).

8. Coaching Generations in the Workplace • Generation Xers: Look for casual and fun environments and value teamwork. They look for opportunities to develop their skills so appealing to this will offer an effective coaching technique. Committed to their profession and furthering their career. • Coaching and teaching these individuals should be done on a regular basis. Task-oriented and prefer to be left along to achieve a desired result for themselves. • Role playing could be an effective tool for these individuals that view it as an opportunity for on the spot coaching. They value the each individual and are eager to provide input at all levels of the organization.

9. Exercises and Practice RoutinesWhat Makes a Good Coach?

10. What Makes a Good Coach? • Split the group into four sub-groups and give each group one of the following scenarios. • Have the groups discuss how they would handle the situation and if there is anything that could have been done to avoid the situation in the first place. • Discuss for 10 minutes • Scenario 1. Messy InsulationYou’re the crew chief with two other installers on a job. One installer has a year’s weatherization experience; the other is an inexperienced new hire. You team them up to dense pack the sidewalls while you take care of some inside jobs and keep an eye on the interior walls. This takes you to the end of the workday. The insulation has been properly installed, but as you’re packing up the truck, you spot loose insulation in big piles around the home that needs to be cleaned up before you can go home. Do you lecture the more experienced crew member for letting so much spill? Do you make the two installers clean up while you wait in the truck? What do you do?

11. What Makes a Good Coach? • Scenario 2. Air Sealing the AtticYou’re the crew chief with two other installers on a job. You send them up to air seal the attic while you take care of the basement air sealing. You’ve completed the basement and house, and a few other tasks, and are getting impatient to get the attic insulated. Do you get the blower machine ready and pull the hose up into the attic? Do you holler up the attic hatch to find out what’s taking so long? What do you do?

12. What Makes a Good Coach? • Scenario 3. Not So Dense-Packed SidewallsYou’re the crew chief with two other installers on your crew. You haven’t worked with these two before, but they have worked in weatherization for a few years. You set them to work dense packing sidewalls and air sealing and insulating the attic while you take care of ducts, furnaces, and other mechanical equipment. You find out later that the house didn’t pass inspection because the walls weren’t properly insulated. Every bay had some insulation, but it wasn’t at proper density. Do you pass the blame on to the installers? Do you lecture them about the importance of proper installation? What do you do? • What makes a good coach? I.e.: turning errors into opportunities to teach, being a team player, taking time to build the crew’s skills