1. FlashPointHR.com Coaching and Mentoring Employees

2. Session Goals Learn a four-step coaching process and how to apply it when having coaching conversations. Practice using the four-step process in a coaching conversation. Review the differences between coaching and mentoring and how each can be used to drive development. Review practical tips and tools. 2

3. Session Goals Learn a four-step process and how to apply it when having coaching conversations Review the differences between coaching and mentoring and how each can be used to drive development Review practical tips and tools Practice using the four-step process in a coaching conversation 3

4. Definition of Coaching 4 “A method and technique that can be used to guide an individual to new learning within defined time frames.” Adapted from Coaching Conversations (King of Prussia, Pa.: HRDQ, 2008). Used with permission.

5. Goals of Coaching Motivate and inspire individuals to do more and reach higher. Support employees in breaking down large goals into manageable steps. Hold individuals accountable to their commitments to quickly produce results. 5 Adapted from Coaching Conversations (King of Prussia, Pa.: HRDQ, 2008). Used with permission.

6. Typical Uses of Coaching 6 48% 26% 12% To develop high-potential leaders and facilitate transitions To serve as a sounding board To address derailing behavior

7. Four-Step Coaching Process 1.Set the stage. 2.Define the opportunity or problem. 3.Analyze options. 4.Develop an action plan. Ongoing coaching also includes: Continued evaluation Providing feedback 7 Adapted from Coaching Conversations (King of Prussia, Pa.: HRDQ, 2008). Used with permission.

8. Coaching Fundamental: Questions Ask the right questions at the right time. Ask questions that respond to the individual’s needs (not a checklist). Begin with non-challenging questions. Ask thought-provoking and challenging questions after trust has developed. Ask the questions individuals wouldn’t ask themselves. Ask questions that help individuals arrive at their own solutions. 8 Adapted from Coaching Conversations (King of Prussia, Pa.: HRDQ, 2008). Used with permission.

9. Coaching Fundamental: Inquiry 9 Probing ―“Tell me about…” Confirming ―“Let me see if I understand this correctly…” Acknowledging ―“I sense you’re feeling overwhelmed by…” Encouraging ―“I see, please tell me more.” Adapted from Coaching Conversations (King of Prussia, Pa.: HRDQ, 2008). Used with permission.

10. Coaching Fundamental: Advocacy 10 Expressing clearly ―“Here’s the situation we need to address.” Using “I” language ―“I have observed…” Using seeking questions ―“What do you think about what I’ve just said?” Building ―“That’s a good point. Let me also suggest that…” Adapted from Coaching Conversations (King of Prussia, Pa.: HRDQ, 2008). Used with permission.

11. 1. Set the Stage Schedule a meeting to conduct a performance conversation. Name the objective: To help the employee improve and become or stay successful. 11 Adapted from Coaching Conversations (King of Prussia, Pa.: HRDQ, 2008). Used with permission.

12. 2. Define the Opportunity 12 Focus on actual behavior. ―Gain agreement on what the behavior has been. Compare the behavior to what is expected. ―Identify areas of strength and areas for improvement. Encourage the individual to think through the actions that lead to this behavior. Ask, “What is preventing you from doing the things we’ve talked about?” Ask the individual, “What can you do to improve or ensure that you are doing the right thing?” Adapted from Coaching Conversations (King of Prussia, Pa.: HRDQ, 2008). Used with permission.

13. 3. Analyze Options 13 List the options. Discuss the pros and cons of each. Identify the best options. Adapted from Coaching Conversations (King of Prussia, Pa.: HRDQ, 2008). Used with permission.

14. 4. Develop an Action Plan 14 Ask, “What can you take from this conversation to apply to your life today?” Ask, “What do you need from me?” Set expectations. ―“How will we know that it is working?” ―Identify improvement steps. Set a date by which the improvement should be completed. Set checkpoints which are no longer than a week apart. Adapted from Coaching Conversations (King of Prussia, Pa.: HRDQ, 2008). Used with permission.

15. Activity 1: Define the Opportunity Form groups of three. ―Employee role ―Coach role ―Scorekeeper role Define the opportunity. Ask questions. Use inquiry skills. Use advocacy skills. 15 Adapted from Coaching Conversations (King of Prussia, Pa.: HRDQ, 2008). Used with permission.

16. Activity 2: Analyze Options Switch roles. ―Employee role ―Coach role ―Scorekeeper role Help the employee identify options to address the behavior. Analyze the options. Use inquiry skills. Use advocacy skills. 16 Adapted from Coaching Conversations (King of Prussia, Pa.: HRDQ, 2008). Used with permission.

17. Activity 3: Develop Action Plan Switch roles (again). ―Employee role ―Coach role ―Scorekeeper role Help the employee develop an action plan based on the best option developed in the last activity. Analyze the options. Use inquiry skills. Use advocacy skills. 17 Adapted from Coaching Conversations (King of Prussia, Pa.: HRDQ, 2008). Used with permission.

18. Coaching Summary A coaching sessions includes four steps: 1.Set the stage. 2.Define the opportunity or problem. 3.Analyze options. 4.Develop an action plan. A coach is an expert questioner, employing the communication techniques of inquiry and advocacy. Coaching for performance focuses on identifying barriers to improvement and overcoming them. 18 Adapted from Coaching Conversations (King of Prussia, Pa.: HRDQ, 2008). Used with permission.

19. Mentoring vs. Coaching 19 Mentoring Coaching Giving Advice Sharing Direct Experiences Asking Questions Helping Another Solve His or Her Own Problems

20. Definition of Mentoring It’s a relationship between two people. The more experienced person (the mentor) agrees to support the development of a less experienced person (traditionally viewed as a protégé). Typically it’s used to share knowledge and gain experience. 20

21. Business Impact of Mentoring Reducing turnover/retention in high-potential talent Increasing speed to productivity and performance Improving capability in critical positions Increasing career progression/internal promotions Improving employee engagement/meaning in work 21

22. Mentoring Framework 22 Clarity of OutcomesInfrastructure SupportSelection and MatchingEducation and SupportTracking Mechanisms

23. Applications for Mentoring Developing targeted behaviors/competencies Transitioning to a new role Developing a first-time leader Developing a future successor Socializing a new employee Cross-pollinating silos in a business Connecting generations Developing technical career paths Exposing team members to external perspectives 23

24. Session Goals Learn a four-step coaching process and how to apply it when having coaching conversations. Practice using the four-step process in a coaching conversation. Review the differences between coaching and mentoring and how each can be used to drive development. Review practical tips and tools. 24

25. Action Planning 25

26. BREAK 26

27. FlashPointHR.com Engaging Your Team

28. Session Goals Learn the key ingredients of successful teams and how to introduce them into the workplace. Review practical tips and tools to apply in order to better engage teams. Practice techniques for building and sustaining a high level of employee engagement and motivation. 28

29. Your Team Experience Describe the most successful team you have ever been a part of. What about the team made it successful? Your Perspective 29

30. Shared purpose and direction Multidirectional communication Motivating goals connected to the purpose Reliance on diverse and complementary skills and talents Commitment to defined roles and work processes Continual improvement Thorough planning to ensure alignment Mutual support, trust, and respect Characteristics of High-Performing Teams 30

31. Have a shared goal or vision Have complementary skills and respect for what each person brings Are committed to working with one another Hold one another accountable Have a high level of trust and commitment Work well together and enjoy doing so Achieve recognition for the services they provide Key Elements of Successful Teams 31

32. 32 What about Your Team?

33. Key Considerations for Sustaining Engagement 33

34. 1.What is the purpose of our team? How does our purpose support the vision of the organization? 2.Who are our key customers? What products and services do we provide to them? 3.What are the key results we must accomplish as a team? 4.What principles and values are important to me and to my team? How do we want to relate to one another, and the rest of the organization, as we achieve our goals? Team Charter 34

35. Team Member Unique Talent/Ability/Contribution How This Contributes to Success Recognizing the Value of Each Team Member 35

36. Team members change often. Individuals on the team are unsure of their roles or not happy with them. The locations or workload of team members make it difficult for team members to have regular contact with one another. Challenges to Effective Teamwork 36

37. Differences in perceptions exist among team members and team roles. Participation is not uniformly spread among team members, or there are inadequate consequences for those who do not do their part. What else? Challenges to Effective Teamwork 37

38. Guidelines for Preparing Employees for Delegation Identify people ready for delegation. Delegate the whole job rather than just a fraction of it. Explain the task fully and the reason for doing it. Provide encouragement. Clearly define the employees’ authority and responsibility. Agree to deadlines and specific expectations. Monitor progress, provide coaching, and establish feedback mechanisms. Empower employees. Provide constructive feedback. Give credit. Effective Delegation 38

39. Typical Tasks to Delegate Routine tasks Data collection or research Meeting attendance Repetitive tasks Tasks that help develop employee skills Effective Delegation 39

40. Big-I Theory “I am the only person in the world who can do this right!” Big-I Theory “I am the only person in the world who can do this right!” We fear that others may make mistakes. We assume that it takes a lot of time and energy to delegate— and that it will be just as quick and efficient for us to do it ourselves. We don’t want to give up control. We fear that others will dislike delegation and feel like they are being “dumped on.” We don’t want to share credit for success with others. We assume that our staff is reluctant to take responsibility for additional tasks. Common Reasons Why We Avoid Delegation 40

41. Session Goals Learn the key ingredients of successful teams and how to introduce them into the workplace. Review practical tips and tools to apply to better engage teams. Practice techniques for building and sustaining a high level of employee engagement and motivation. 41

42. Action Planning 42

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