Professional Documents
Culture Documents
Coaching For High Performance Training
Coaching For High Performance Training
Performance
1
Workshop Objectives
Business Case
Strategic Alignment
Crew Roadmap
3
Business Case
High Performance
Workforce
The great leaders of tomorrow will be the ones
who understand how to get everyone to
participate.
4
Performance Drivers
Which are in place?
The Top Performance Drivers
A-Level (>25 Percent Improvement) Performance Drivers by Category
In Rank-Order by Impact on Performance
5
Performance Drivers
Which are
Second-Level Performance in place?
Drivers
Second-Level Performance Drivers
B- Level Performance Drivers
10. Opportunity to help launch a new business, initiative, or 20. Culture of innovation
program
21. Manager translates long-term goals into step-by-step
11. Manager helps find solutions to problems plans
12. Organizational flexibility 22. Manager clearly communicates expectations
13. Emphasis (in informal feedback) on personality strengths 23. Opportunity to experiment and take risks
14. Emphasis (in formal reviews) on personality strengths 24. Manager likelihood to deliver voluntary informal feedback
15. Opportunity to help turn around struggling business 25. Function-specific training: IT
16. Manager helps attain information, resources, and 26. Employee understanding of how to complete projects
technology
27. Employees’ personal enjoyment of their work
17. Manager breaks down projects into manageable
28. Employee influence in selecting projects
components
29. Helps team get started on a new project
18. Opportunity to have significant responsibility and
accountability 30. Challenge of projects and assignments
19. Opportunity to do challenging and leading-edge work 31. Level of specificity in informal feedback
6
Performance Drivers
Which are in place?
Lowest Performance Drivers
D- Level (<0 Percent Improvement) Performance Drivers by Category
In Rank-Order by Impact on Performance
7
Performance Drivers
8
Coaching for High
Performance: Roadmap
Business Case
Strategic Alignment
9
Strategic Alignment
Strategic Alignment
10
Strategic Alignment
Employee Coach
Employee Coach
Employee Coach
Establish Establish
Goals Expectations
11
Strategic Alignment
Establish Objectives
Employee Coach
Establish Establish
Goals Expectations
12
Strategic Alignment:
Objectives, Expectations
and Goals
Coaching objectives
Role in organization
Employee individuality
Prioritize opportunities
Coaching obstacles
13
Strategic Alignment
Establish Objectives
Employee Coach
Establish Establish
Goals Expectations
14
Strategic Alignment:
Goal Setting Summary
MANAGER'S PREPARATION
– Review organization’s top-level objective
– Identify goals to be delegated and how they should be
delegated.
– Clarify employees’ responsibilities and anticipate the goals
they would set.
– Give your employees the information they need to draft their
own goals.
Business Case
Strategic Alignment
16
Fundamentals of Coaching:
What is Coaching?
17
Fundamentals of Coaching:
What is Coaching?
Address individual and organizational change to
improve mission performance
Managing Coaching
Focus on: Focus on:
Telling Exploring
Directing Facilitating
Authority Partnership
Long-Term Development
Immediate Needs
Open To Many Possible
One Specific Outcome
Outcomes
21
Coaching for High
Performance
Lack of time
Confrontation Reluctance
Fear of Offending
Fear of Failure
22
Coaching for High
Performance
Why Coach?
23
Fundamentals of Coaching:
Key Coaching Responsibilities
Constant communications
Selecting and carefully matching employees to jobs
Setting and ensuring employees’ understanding of performance
standards and goals
Providing fair and accurate performance feedback
Assisting employees in planning and accomplishing their work
Creating a development plan for each employee
Fostering a culture of managed risk taking and internal communications
24
Fundamentals of Coaching:
Coaching Skills
Questioning Skills
Harmony Skills
Conflict-Handling Skills
Understanding Skills
Agreement Skills
25
Fundamentals of
Coaching: Summary
Business Case
Strategic Alignment
27
Communication
Communication
28
Communication
29
Communication
30
Communication:
Reflective Listening
Responding reflectively
31
Communication:
Asking Effective Questions
32
Communication:
Effective Feedback
33
Communication: Dealing
with Negative Issues
34
Coaching for High
Performance: Roadmap
Business Case
Strategic Alignment
35
Building Rapport
Building Rapport
36
Building Rapport:
Trust Relationships
Be available
Be confidential
Be respectful
Be reflective
Be supportive
37
Coaching for High
Performance: Roadmap
Business Case
Strategic Alignment
38
Coaching Process
Coaching Process
39
Coaching Process
Coaching
Structuring the Coaching Session – The Grow Model
Employee Coach
Business Case
Strategic Alignment
42
Coaching for
Improvement
43
Coaching for
Improvement
Recognize the
existence of a problem
Support improvement
44
Building Rapport: Effective
Face to Face Meetings
Keep it private
Follow an agenda
45
Building Rapport:
Productive Confrontations
46
Coaching for High
Performance: Roadmap
47
Coaching for High
Performance: Roadmap
48
Coaching for High
Performance
Thank You…..
49