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Coaching Performance and Behavioral Issues

Coaching Performance and Behavioral Issues. Pat Donini – Employee Relations Director, Deputy Director of Human Resources & Payroll Dan Taggart – Employee Relations Specialist. November 16, 2007. Agenda. Homework and sharing of good ideas

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Coaching Performance and Behavioral Issues

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  1. Coaching Performance and Behavioral Issues Pat Donini – Employee Relations Director, Deputy Director of Human Resources & Payroll Dan Taggart – Employee Relations Specialist November 16, 2007

  2. Agenda • Homework and sharing of good ideas • What is coaching for performance and/or behavior change? • Coaching Dialogue demo(s) • Practice # 1 • Practice # 2 • Gaining commitment/ending the session • Practice # 3 • Practice # 4 • What’s next?

  3. Let’s jump right in … “HOMEWORK” GOOD IDEAS FROM AMA TRAINING

  4. Agenda of issues to discuss Deliberate choice of setting “Two minute challenge” Wait for response Agree on course of action Identify motivations Use of language (mimic) Set “SMART” goals Engage them in the solution (buy-in) Balance between self-determination and direction Good Ideas

  5. The Two-Minute Challenge Make it private; Make it positive; Show you care; Don’t skip a step • State the facts of what you observed (“I observed…”) • Wait for a response. Don’t respond to sidetracks, excuses, denials, counterattacks, blaming, super-agreeability, etc. • Remind them of the ideal (“The ideal is…”) • Ask for a specific solution (“What could you do different next time…”) • Agree on a solution. Follow up. From the American Management Association

  6. Coaching • Coaching occurs in several forms. While each has a different focus, they all require the same skills and have the same goal: to help people grow, develop, and improve. • Educating, Developing, Counseling, Mentoring

  7. What hat am I wearing today?

  8. What does a coach do? Coaches help people to: • Clearly identify the issue • Clarify perceptions • Focus on the future • Think “outside the box” • Adapt to change

  9. What Questions Does a Coach Ask? • What will happen if… • What are your other options? • What support do you need to accomplish that? • Where do you go from here? • If the same thing happened again, what would you do?

  10. How “Coachable” Are Your Employees? Are they… • Future focused? • Defending the status quo? • Open to change? • Looking at the situation objectively? • Intending to act or taking action? From Howard Guttman, “When Goliaths Clash: Managing Executive Conflict to Build a More Dynamic Organization”

  11. Coaching Dialogue(s)

  12. The Coaching Session • Welcome • Why are we here? Explain the purpose of the meeting. • Talk about the performance/behavior • (discuss & reach agreement: what was expected & what actually happened) • Talk about improvement and agree on next steps • What should be continued? Done differently? When will we meet next to discuss? • THROUGHOUT: LISTEN, BE SUPPORTIVE, BE COLLABORATIVE, IF NECESSARY, BE DIRECTIVE

  13. Practice # 1

  14. Practice # 2

  15. Practice # 3

  16. Effective phrases used in vignettes The goal is… Can you tell me what was happening there? What would you suggest we do? That’s a good idea. I think we can implement that right away So you’re telling me… I’m looking for your point of view so I can better understand it

  17. Conversation Starters "I have something I’d like to discuss with you that I think will help us work together more effectively. "I’d like to talk about ____________ with you, but first I’d like to get your point of view." "I need your help with what just happened. Do you have a few minutes to talk?" From Judy Ringer “We Have to Talk: A Step-By-Step Checklist for Difficult Conversations”

  18. Conversation Starters "I need your help with something. Can we talk about it (soon)?" "I think we have different perceptions about _____________________. I’d like to hear your thinking on this." "I’d like to talk about ___________________. I think we may have different ideas on how to _____________________." From Judy Ringer “We Have to Talk: A Step-By-Step Checklist for Difficult Conversations”

  19. Practice # 4

  20. Does your employee understand what you want? End the session by checking to be sure – • “Just to be sure we are both in agreement, how about summarizing what you see as next steps?” Is he/she committed to the action steps you’ve discussed? • If you don’t think so, check commitment. For example, “You seem hesitant about this. Do you have other questions or concerns that we should talk about?”

  21. Next steps • Start coaching • Compare notes with a trusted colleague – how am I doing? • We will meet to discuss coaching for motivation in early 2008 – please send us some examples or questions you’d like us to address in that session. • Thank you for your participation!

  22. More Resources… Mason’s Workplace Coaches are available through Employee Relations – x3-1275 “Co-Active Coaching: New Skills for Coaching People Toward Success in Work and Life” by Whitworth, Kimsey-House, Kimsey-House, and Sandahl “Difficult Conversations: How to Discuss what Matters Most” by Stone, Patton, Heen, and Fisher Skillport: smartforce.gmu.edu – Login and search on “coaching”

  23. Questions……? Employee Relations: Pat Donini- x3-4185 or pdonini@gmu.edu Dan Taggart –x3-1275 or dtaggart@gmu.edu

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