Presentation on theme: "Chart Your Course to Business Success"— Presentation transcript:
1Chart Your Course to Business Success March 6, 2012Chart Your Course to Business SuccessAdvisors On TargetOn Target Business Intensive: Session 9
2Implementation Steps Session 1 Session 2 Session 3 Create a working draft of your Mission StatementCreate a working draft of your 1 and 5 year VisionAnswer the 10 questions on the handoutSession 2Review your own financial statements and chart of accounts with what you learned in Session 2Session 3Create a budget for 2012If you already have a budget, review and revise as neededUse the cashflow projection model (at the bottom of the budget tool)2
3Implementation Steps (cont.) Session 4Determine your breakeven point for your 2012 budgetAnnualFor the month of February 2012Define your target markets (Fill in Marketing Plan – Part 1)Do a competition analysis (Fill in Marketing Plan – Part 2)Session 5Define Marketing Strategies (Fill in Marketing Plan – Part 3)Create a Marketing Budget using the templateSession 6Start Job Costing every job if you aren’t alreadyImplement a system to track job profitability over time to measure progressCoach foremen to improve3
4Implementation Steps (cont.) Session 7Review Job Process Outline and Job Process ChecklistCustomize Checklist for your companyStart to implement a more organized approach to your job process – add structure a piece at a timeSession 8Schedule a recurring company meetingCreate an agendaHold your first meetingSession 9Session 10Additional activitiesValues ExerciseBusiness Diagnostic AssessmentStart Job Costing every job if you aren’t alreadyImplement a system to track job profitability over time to measure progressCoach foremen to improve4
5Agenda for today Recap last week – Questions Personal Communication Skills InventoryLeadership – Developing a Coaching Culture in your company
7Personal Communication Styles Inventory My personal communication styleMy personal communication styleMy personal communication styleMY PERSONAL Communication STYLEMy personalcommunication styleMy personal communication style
8Benefits of the PCSI Easy to use. Provides a simple snapshot of your communication styles.Makes it easy to build rapport.Gives others a way to communicate with you.Can eliminate miscommunications.Fosters respect for differences.Gives you the advantage in understanding people.Creates focused communication.Shows you how to translate your message to all audiences.Expands your understanding of your and others' communication styles.Easy to use.Provides a simple snapshot of your communication styles.Makes it easy to build rapport.Gives others a way to communicate with you.Can eliminate miscommunications.Fosters respect for differences.Gives you the advantage in understanding people.Creates focused communication.Shows you how to translate your message to all audiences.Expands your understanding of your and others' communication styles.
9The Director Likes to be in control QualitiesResults-OrientedLeadersFast PacedVisionaryAssertive, OutspokenRisk TakersIn chargeWhen Coaching ThemExpect a fast paceStart with the bottom lineFocus on resultsShare new ideasEncourage them to consider people and results
10The Presenter Loves to talk to anyone, anytime, about anything QualitiesAnimated, EnergeticHighly CreativeLoves AcknowledgementEasily BoredOver Promise, Under Deliver (at times)When Coaching ThemMake meetings fast, fun, socialEmphasize points that make them look goodFocus on their importance in the gameProvide follow-up for themHelp them establish a focus and structure
11The Mediator Personable individual everyone likes QualitiesExperts, KnowledgeableExtremely HelpfulReserved CommunicationsPatientThoroughWhen Coaching ThemKeep steady pace in meetingsAvoid coercive behaviorSuggest potential action stepsFocus on how the project will help othersEnlist their helpEndorse the value of their support
12The Strategist Thorough, Painstaking, Hardworking Tactician QualitiesCareful Decision MakersLikes to think things throughHates to be wrongDislikes making mistakesExtremely good follow-up, follow-throughStructure OrientedWhen Coaching ThemAllow plenty of time for longer meetingsPresent all facts before the bottom lineStay focused on agenda and recap at endInclude written documentationEncourage them to lighten up and include others in projects
13Ask questions about the Discovery QuestionsThe DirectorAsk questions about theBIG PICTURE then lead to SPECIFICSThe PresenterAsk questions about YOU then lead to questions about OTHERSThe MediatorAsk questions about OTHERS then lead to questions about YOUThe StrategistAsk questions about the SPECIFICS then lead to the BIGGER PICTURE
14To summarize…The PCSI is a self assessment tool, not a personality testUse the PCSI to understand yourself and others“Flex” your style to work more effectively with other peopleImprove your effectiveness by drawing upon your own strengths & communicating with others in ways they can relate to more easily
16Self Awareness Personality Style – DISC Communications Style Your Personal StrengthsAreas you want to improve
17Awareness of others – Colleagues, Direct Reports, other Team members Personality Style – DISCCommunications StyleTheir Personal StrengthsAreas you would like them to improve – particularly those you supervise
18Coaching Skills for Managers Tools for Creating a Coaching Culture in your Office
19Overview Why should I do this anyway? Creating a Coaching Environment Coaching SkillsListenQuestionMessageAcknowledgeThe Coaching Conversation Model®Role PlayPractice – Practice – PracticeS2
20Why Leaders are Coaching… “How long an employee stays at a company and how productive she is there, is determined by her relationship with her immediate supervisor.” Gallop, March 1999“Employees who rated their bosses’ performance as POOR and said they were likely to look for a new job: ____” 1999, Spherion & Lou Harris Assoc.40%“Employees who rated their bosses’ performance as EXCELLENT and said they were likely to look for a new job: _____” 1999, Spherion & Lou Harris Assoc11%“The #1 reason people quit their jobs is dissatisfaction with their supervisors, not their paychecks.” 1999, Spherion & Lou Harris Assoc.S41
21Creating the Coaching Environment IntentionTRUSTRelationshipWordsCoachable Moment®: “a moment in time when the individual is open to taking in new information that will effect a shift in his/her knowledge and behavior”
22Coaching Skills Skill Contextual Listening® Discovery Questioning® MessagingAcknowledging and Celebrating
23Contextual Listening® SkillA method of listening beyond the wordsTo discern all there is to be heard and understoodCoach ApproachListen for cluesAsk questions to draw out the contextSay what you heard to verify your understanding
24The Listening Challenge Are you really listening or are you just waiting for your turn to talk?
25Coaching Tip Our knowledge, experience and intention … filter what we hear andinfluence what we say.
26Discovery Questioning® SkillA systematic process of asking sharply focused questionsTo help individuals discover for themselvesCoach ApproachListen for contextual cluesAsk questions to promote self-discoveryContinue to listen and use silence effectivelyMake questions relevant to move the conversation forward
27Coaching TipDeliver words, questions or statements using neutral languageNeutral Language:is without judgment or blamedoes not evaluateis not about your egoavoids directing or leading the person to your solutionis centered on factssupports the person to discover, move forward or re-evaluateS28 (3-10)
28Messaging Skill Coach Approach Converting what you want to say to a language that is succinct, neutral and timelyTo share your thoughts in a way that opens the possibility for a shift to occurCoach ApproachWith trust established, convert what you want to say into:a concise question or statement using neutral languagea message free of personal agendaHave an intention to move the person forward.Let the message sink in. Use silence effectively.
29MessagingMake a request – get people to try something they may think is beyond themIdentify gaps between the person’s intentions and their actual behaviorBy providing timely information creates the opportunity for a shift in thinkingS30 (3-13)
30Acknowledging and Celebrating SkillFocused feedback to acknowledge, celebrate or endorse positive contributions, learning and behaviorsTo create an environment of being valuedCoach ApproachBe genuine and timelyPinpoint specific contributions, learning or behaviorsIdentify the personal attributes or strengths displayedUse to lighten the intensity of a conversation
31Coaching Conversation Model® URENTALIYOGEstablishFocusStep 1Step 2Plan theActionStep 3RemoveBarriersStep 4RecapStep 5DiscoverPossibilitiesCoaching Through the GapCoaching SkillsContextual Listening®Discovery Questioning®MessagingAcknowledging & CelebratingThe Coaching Conversation Model® is a registered copyright of CoachWorksInternational, Dallas, TX USA and is used by CCUI with permission.
32The Coaching Conversation Establish FocusDiscover PossibilitiesPlan the ActionRemove BarriersRecapS7 (2-2)
33Step 1 - Establish Focus For the meeting For the task For the gap
34Step 2 – Discover Possibilities Ask powerful questionsQuiet your mindListen non-judgmentallyParaphraseDraw out consequencesShare personal experiencesS9 (2-4)
35Step 3 – Plan the Action Guide development of an action plan Focus on the desired outcomeDivide into “byte size” chunksSet target dates for completionDefine parameters to guide actionsIdentify role overlapDiscuss how this project fits within the organizationS10 (2-5)
36Step 4 – Remove Barriers Ask questions to explore resource needs Clarify actions needed to clear barriersSupport by ensuring cooperationS11 (2-6)
37Step 5 - Recap Ask the individual to review the meeting Gain commitment to take actionRe-emphasize your support and what you will doEstablish accountabilityS12 (2-7)
38Live Coaching Practice 2 Rounds (7 minutes each) Timing Scenario A coaches BB coaches ATiming5 minutes coaching session2 minutes feedback (coach then coachee)Scenario1 person plays business owner, 1 plays foreman/team leaderForeman is not adequately leading/monitoring the job & his team’s performanceS32 (3-18)
39The power of an idea is only in its implementation…
40Implementation Steps Review PCSI Material Practice awareness and using your communication styleTry using coaching conversations using the 5 step model