1. HIGH PERFORMANCE MANAGEMENT CONFERENCE COACHING AND FEEDBACK

2. Source: Zenger / Folkman research on strengths-based Leadership Development. Why Coaching and Feedback? Because coaching and giving feedback leads to… Less turnover Higher employee engagement and productivity Higher customer satisfaction 70% 50% 40%

3. Employee Engagement …the extent to which employees commit to something or someone in their organization and how hard they work and how long they stay as a result of that commitment. Source: CLC1B1FBRB © 2009 The Corporate Executive Board Company. All Rights Reserved.

4. Can I offer you some feedback? Hearing fast footsteps behind you at night Hearing fast footsteps behind you at night =

5. “ Our brains are programmed to respond one way to perceived threats and a totally different way to something that promises to be positive. We should set the proper stage as quickly as possible. Source: Just Tell Me! 5 Strategies For Giving Difficult Feedback http://www.forbes.com/sites/jackzenger/2014/01/20/just-tell-me-5-strategies-for-giving-difficult-feedback/ ”

6. What type of Coaching? What Feedback?

7. Two Types of Coaching Performance Improvement Improve skills and/or knowledge Adapt or change behaviors Stop behaviors that are in violation of rules or codes of conduct Developmental Leverage strengths Build upon current ability or build new strengths and ability Align with individual interests and values Optimal performance in the present; preparing the individual to excel in the future. Improve performance and/or modify behavior to align with expectations and standards.

8. Think about your Team Think about your own team of employees Which employees are: – High Performers – Average Performers – Low Performers

9. High PerformersAverage PerformersLow Performers Delegate tasks Teach others Provide career enhancing opportunities Fill in for you when you are out Lead improvement teams or task forces Promote Increase responsibilities Give frequent, specific feedback Partner with a high performer Find opportunities to praise Assign a mentor Be careful. Don’t spend so much time here that it takes away from coaching your other team members! Clarify standards and expectations Communicate priorities, set timelines for work Determine/clarify how performance will be evaluated Show/tell as needed Coaching Different Employees

10. Coaching Guidelines Performance Improvement When? Impromptu How Long? 30 – 45 minutes Who? Almost always the manager Dialogue: 60% Manager and 40% employee; Manager goes first Developmental When? At least 1x / month How Long? 30 - 45 minutes; one or two areas Who? Manager initiates but invite employees to be proactive Dialogue: 50 / 50 balance

11. Coaching Principles Observe without interpretation Ask more questions than you make statements Listen carefully for content and emotion Maintain or enhance self-esteem Invite self-accountability Provide support

12. Application Activity Think about your team of employees and identify: – An average or high performer whose performance you would like to see enhanced – An average or low performer whose performance must improve or who exhibits behaviors that need to change

13. Application Activity Start a Coaching Planner and fill out as much as you can in Step #1 and #2.

14. What Feedback? Developmental Optimal performance in the present; preparing the individual to excel in the future. Performance Improvement Improve performance and/or modify behavior to align with expectations and standards.

15. “ The best leaders give direct and honest feedback, and ask for feedback. ”

16. Keep doing something Stop doing something Do something differently

17. Situation Behavior Impact Next Steps When and where the observed behavior occurred What the employee said or did (observable) Effect on you/others in terms of thoughts, feelings, or actions Future actions or alternative/desired behavior The SBI Model is from the Center for Creative Leadership.

18. Situation Guidelines – Time and place – ‘I’ statement that describes the situation and your objective or purpose “Yesterday when we were in a meeting…” “On Monday, I saw your presentation…” “I want you to succeed here, so we need to address your attendance.”

19. Behavioral Observation Guidelines – Behavioral Observation… – Is NOT… records what people do or say identifies things we see and hear what we believe caused the action or what it means (interpretation) an analysis, judgment, generalization, or assumptions (evaluation)

21. Behaviors: Did not check if Deepa was on the phone before speaking Used a raised voice Pointed your finger at Deepa and leaned across the table Used words/phrases like ‘what is it with you new people’ and ‘it’s not always about you, you know’

22. What are the Behaviors? Behaviors Did not check if Deepa was on the phone before speaking Used a raised voice Pointed your finger at Deepa and leaned across the table Used words/phrases like ‘what is it with you new people’ and ‘it’s not always about you, you know’ Interpretation Let frustration get the best of you Taking out frustration on Deepa Evaluation Controlling Unprofessional Rude NOT… OR…

23. Behavioral ObservationInterpretation Conrad walked out of the meeting 30 minutes before it was finished. Conrad was annoyed. Conrad had an appointment David’s eyes filled with tears.David has a cold. David didn’t get enough sleep. Brenna did not say anything when Peter asked her a question. Brenna did not hear Peter. Brenna was embarrassed. Brenna resented Peter’s question. Behavioral ObservationEvaluative Statement Ellen talked more than others on this topic and several times she cut others off before they finished. Ellen is rude. Ellen wants to be the center of attention. “Harold, you’ve challenged most of the statements Deepa has made today.” “Harold, you’re trying to show Deepa up.” “Harold, you’re being stubborn.” Conrad walked out of the meeting 30 minutes before it was finished. Conrad is irresponsible. He doesn’t care about others.

24. More Practice! “David, it is irresponsible of you to keep missing your deadlines.” “David, this is the third time in six months that you missed a deadline on this project.” “Harold, you’re being stubborn. You need to stop arguing with everyone.” “In our meeting today, you challenged just about everyone that commented on the project plan.” “You don’t care about this project the way that the rest of us on the team do.” “The past few status meetings, you’ve had conflicts and been unable to attend or you had to leave before it was over and we reviewed action items.”

25. – An “I” statement that describes… Impact Guidelines Opinion / EvaluationEmotion …you show/showed… [teamwork] …you are/were… [overconfident, aggravating, helpful, stubborn, right, wrong] …I feel/felt/am/was angry, anxious, confused, confident, exasperated, energized, frustrated, gratified, irritated, impressed, nervous, relieved, uneasy Thoughts [opinions] or feelings [emotions]

26. – “I” statement – A question – For Performance Improvement, a directive – In Developmental, a discussion Next Steps Guidelines “… I want you to handle things differently next time...” “How could you handle this differently?” “Next time this happens…” “Let’s discuss how you could…”

27. Do’s and Don’ts “I feel like…” “You think…” Several times “I feel happy/sad/mad.” “I believe/I think that is wrong.” “I believe…” “I think…” “Three times in the past week…” “Yesterday, after our meeting…”

28. Application Activity Let’s return to your Coaching Planner Fill in what Feedback you will give during the Coaching Session