1. Coaching Improvement Understanding Planning Doing

2. STS International, Inc. Coaching Bridge to High Performance Present Performance Future Improvement Understand Plan Do

3. STS International, Inc. Coaching for Understanding 1. Get the Employee’s Point of View 2.Present the Situation and it’s Impact 3.Gain Agreement to the Situation Present Understand Listen Agree 1 2 3

4. STS International, Inc. Coaching Toward a Plan Plan 4.Get Suggestions for Improvement 5.Establish an Action Plan 6.Commit to each other and a review date. Options Commitment Action Plan 4 6 5

5. STS International, Inc. Overcoming Conflict -- Win-Win Solutions Avoiding Who Cares! Compromising Win a little -- Lose a little Competing I Win!! Collaborating I Win -- You Win!!! Accommodating You Win!! VALUING RELATIONSHIPS VALUING TASK ACCOMPLISHMENT Coaches learn to shift from “either/or” thinking to Win-Win thinking. This allows them to insure that their own goals and the goals of the organization are met AND they meet the goals of the employee as well. It is not a contest against each other -- it’s teamwork that allows us all to win!!!

6. STS International, Inc. Coaching and Doing 7.Work Together 8.Review the Results (per commitment target) 9.Recommit to further improvement Do Work RecommitReview 7 98

7. STS International, Inc. Review and Connections Present Performance Understand Plan Do 1 5 4 6 93 27 8 1.Listen 2.Present 3.Agree 4.Options 5.Action Plan 6. Commit 7. Work 8. Review 9. Recommit Present Performance Future Improvement

8. STS International, Inc. Review and Connections Understand Plan Do Present Present Performance Future Improvement WorkListen Agree Commit RecommitReview Action PlanOptions The Bridge between Present Performance and real Future Improvement depends on a clear understanding of the situation, a workable plan, and follow-through in the real work situations. The “center pin” of this bridge is often “assumed” but not clearly welded together. Agreement, Commitment and Recommitment over time is the key to coaching for future improvement.

9. STS International, Inc. Coaching Demonstration & Sub-groups As a group: As a group: –Identify how this model it similar to other models you have used? –Identify what is different from other models? –Share information about the “best coach you ever had.” What were his/her methods, practices, results? What were his/her methods, practices, results? How did or didn’t he/she fit the coaching model? How did or didn’t he/she fit the coaching model? Report/Share Report/Share

10. STS International, Inc. Questioning rather than Telling “The better you understand yourself -- as you are… The better you’ll understand others as they are. Which is the first principle of leadership -- starting where other’s are rather than where you want them to be.” Mike Vance “The better you understand yourself -- as you are… The better you’ll understand others as they are. Which is the first principle of leadership -- starting where other’s are rather than where you want them to be.” Mike Vance Questions are a Key “ Shift ” in coaching. Questions are a Key “ Shift ” in coaching. –Questioning allows for both gathering of information and engaging the employee. –Understanding the situation requires that you know where the employee is and what they think -- as well as how you see the situation.

11. STS International, Inc. Basic Categories of Questions Basic Types of Questions Basic Types of Questions –Open -- no specific fixed response required -- you are looking for their expression. –Closed -- specific responses expected -- there is a correct answer and you are trying to see if the person is aware of it. Question Styles Question Styles –Probing -- 5 Why’s -- getting to the root cause or condition. –Reverse -- Replying with a request for their recommendation... –Prompting -- Adding detail and specifics. –Restating -- Paraphrasing back to them to confirm you understood. –Clarifying -- Getting additional information and definition to their response.

12. STS International, Inc. Sub Group -- Questioning Within your sub-group, pair up and practice questioning and listening with each of the questioning types and styles. Within your sub-group, pair up and practice questioning and listening with each of the questioning types and styles. As a group, summarize the following: As a group, summarize the following: –What questions made you feel most engaged? Helped? –What questions made you feel frustrated, angry, defensive or shut you down? –What types of questions do you think site managers are asking now? In the future? Be Prepared to Share? Be Prepared to Share? –What types of questions do site managers need most help with? –What are the 3 top benefits you feel coaches will get from improved questioning skills? –What are the 3 biggest challenges in the BP culture to questioning rather than telling?

13. STS International, Inc. Verbal Reinforcers The language and para-language we use carries with it the power to reinforce or to tear down both the people and the performance we desire. The language and para-language we use carries with it the power to reinforce or to tear down both the people and the performance we desire. Verbal Reinforcers attempt to build toward our vision and are either Positive, Negative or Neutral, each with different impact and consequences. Verbal Reinforcers attempt to build toward our vision and are either Positive, Negative or Neutral, each with different impact and consequences.

14. STS International, Inc. Sub-Group -- Verbal Reinforcers As a group: As a group: –Make a list of Positive Reinforcers –Make a list of Neutral Reinforcers –Identify several situations when it could be appropriate to use: Negative Reinforcers Negative Reinforcers Positive Reinforcers Positive Reinforcers Neutral Reinforcers Neutral Reinforcers –What is the biggest challenge to teaching about reinforcers? –Where do we at BP most need to improve and what can you do about it through this training? Review and Share Review and Share

15. STS International, Inc. Coaching for Understanding 1. Present the Situation and it’s Impact 2. Get the Employee’s Point of View 3. Gain Agreement to the Situation Present Understand Listen Agree 1 2 3

16. STS International, Inc. Sub Group -- Coaching for Understanding In this exercise -- trainers will have the opportunity to: In this exercise -- trainers will have the opportunity to: –Participate as a coach to an employee –Participate as an employee being coached –Coach another coach in how to improve their methods –Receive feedback from the session staff on your own coaching style A pair of trainers will work through one of the situations. A pair of trainers will work through one of the situations. –One will participate as coach, the other as employee. A third will evaluate and coach the process demonstrated. –Our goal in this phase of the simulation is to create understanding, in particular to arrive at an “agreement” on the situation. As a group be prepared to share: As a group be prepared to share: –What do you expect to be the most common challenges to teaching this method to site managers? –Where is the most improvement needed? –What can you do to provide the most benefit to this part of the process?

17. STS International, Inc. Coaching Toward a Plan Plan 4.Get Suggestions for Improvement 5.Establish an Action Plan 6.Commit to each other and a review date. Options Commitment Action Plan 4 6 5

18. STS International, Inc. Sub Group Group Exercise: Group Exercise: –In this exercise -- participants will have the same opportunities as last exercise. –Our goal in this phase of the simulation is to create a plan for improving performance and arriving at both agreement with the plan and commitment on the part of both the coach and employee to accomplish the plan. It is also important that we reinforce the commitment in a positive and helpful way. – As a group be prepared to share: What do you expect to be the most common challenges for site managers? What do you expect to be the most common challenges for site managers? Where is the most improvement neeced? Where is the most improvement neeced? What can you do to provide the most benefit to this part of the process? What can you do to provide the most benefit to this part of the process? Report/Share Report/Share

19. STS International, Inc. Coaching and Doing 7.Work Together 8.Review the Results (per commitment target) 9.Recommit to further improvement Do Work RecommitReview 7 98

20. STS International, Inc. Sub Group As a sub group: As a sub group: –Using one of the previous situations discuss: What activities should I do as a coach to insure that the performance is change? What activities should I do as a coach to insure that the performance is change? How can I coach in a helpful way rather than a “gotcha” way? How can I coach in a helpful way rather than a “gotcha” way? What is my responsibility regarding the “review” we schedules? What if the employee asks to delay the review? What is my responsibility regarding the “review” we schedules? What if the employee asks to delay the review? What is the most important 3 things I should remember about follow-through? What is the most important 3 things I should remember about follow-through? Report/Share Report/Share