Coaching: The Key to Improving LCSA Performance Peggy Jensen, San Mateo County 2008 CSDA Annual Conference

Overview What is Coaching? Why is Coaching the Key for LCSAs? How to Become a Coach Leadership Style Coaching Tools How to Make Coaching Work Resources

What is Coaching? An approach to management and/or supervision A set of skills to develop, challenge and manage staff

Benefits of Coaching Well Coached Staff Learn and grow on the job Work hard and achieve positive results Are effective Become self-sufficient

Effective Staff are the Key 100% LCSA responsibility Account for over 80% of LCSA budget Are the ones that will solve the automation, performance improvement and customer service challenges

Components of Coaching Approach to Leadership 1. Coaching vs. doing 2. Personal vs. positional influence 3. Leading by example Management Tools 1. Constructive feedback 2. SMART performance plans 3. Constructive reviews 4. Mentoring and tutoring

Leadership: “Doer” vs. Coach Doer 1. Little planning, dictates goals 2. Does not provide timely feedback 3. Avoids dealing with performance, then takes punitive action 4. Doesn’t delegate, but may dump work Coach 1. Works with staff to develop plans, goals 2. Gives ongoing, timely feedback 3. Addresses performance issues immediately 4. Delegates work but provides support

Exercise: Coach or Doer? Take five minutes to discuss your approach to managing or supervision with your neighbor Share examples Talk about why you manage this way How much are you a coach versus a doer?

Most Managers are Doers…. Doers get promoted Many of our managers were doers Coaching is a relatively new concept It’s easier to be a “doer”

Coaching Challenge To move from being a “doer” to becoming a coach requires balancing task issues and people issues

Leadership: Using Influence Positional Exercise authority Maintain chain of command Seek control Result: Compliance Personal Exercise personal qualities Build working relationships Employee ownership and involvement Result: Commitment

Exercise: Compliant Boss vs. Commitment Boss Have you ever worked for a “compliance” boss? How did you feel about that job? Have you worked for a “commitment” boss? Did you feel differently about that job? How were the differences manifested?

Benefits of Commitment Employee drive and creativity Positive morale Willingness to take the extra effort and step up to challenges Positive relationship with manager Desire to remain with an organization

Building Commitment Focus  Understand group goals and personal expectations Involvement  Involvement in planning and decision making Development  Opportunities for learning and growth are encouraged Gratitude  Acknowledge good performance and accomplishment Accountability  Give responsibility, don’t tolerate poor work

Leading by Example Your behavior sets the tone for the behavior and overall performance of all the people you manage.

Exercise: Sweet Sixteen Rate how frequently you practice the Sweet Sixteen Management Behaviors. How many do you always do? Note what you’d like to do more frequently.

A Sample of Coaching Tools Constructive feedback Performance plans with SMART goals Constructive reviews Mentoring and tutoring

Tools: Constructive Feedback Reinforces good performance or creates awareness that leads to correction or improvement in performance

Giving Constructive Feedback Give feedback as soon as possible Be direct, sincere and don’t give mixed messages Meet in person State observations, not interpretations Conclude with a discussion Make it a regular practice

Exercise: Constructive Feedback Pick a partner and select roles – coach and staff member Review scenario 1 Coach provides constructive feedback Review scenario 2, switch roles and deliver feedback Briefly discuss how it felt to give and receive constructive feedback

Tools: Performance Plans Contents Goals and Standards Action Plans Measurements Focus on Total Performance Move focus from activities to results Mutually developed

SMART Goals Guidelines for writing goals S = Specific and Clear M = Measurable A = Action oriented R = Results focused T = Time Frame

Sample Plan with SMART Goal Goal: In FY 08/09, increase non-welfare collections by 15% by promoting on-line applications Action Plan: Develop and rollout marketing plan 8/15/08 Intake staff training by 8/25/08 Install and test application 9/25/08 Go 10/1/08 Measurements: Number of web applications by type of case and collections per case

Exercise: SMART Goal & Plan Consider the following questions: What can you do to improve performance in your LCSA? What changes are needed to accomplish this goal? What performance areas do you want to develop? Complete the SMART goals for Performance Plan worksheet Discuss why your goal is SMART with your neighbor

Tools: Constructive Reviews An ongoing process, not an annual event Reviews including: Plan, review and feedback, wrap-up Conduct status reviews Status update Problem-solving as needed New deliverables for next meeting

Tools: Mentoring and Tutoring “Teaching a man to fish…..” A two way conversation Within their own levels of responsibility teaches staff to: Solve problems Make decisions Develop work plans

How Not to Mentor Telling staff how to do their jobs… Giving solutions without getting input….. Making decisions staff should make for themselves…. Giving frequent advice that isn’t asked for…. Jumping in to handle situations that aren’t going well….. Criticizing people when they make mistakes…..

Ways to Mentor: Sharing Knowledge and Experience Observations Suggestions and Advice Giving the big picture Messages

Ways to Mentor: Challenging Tutoring with questions Asking for plans Asking for decisions and recommendations Give challenging assignments

Tutoring with Questions Ask open-ended questions How would you do this? What are the pros and cons of that plan? Seek positive outcomes Practice active listening Paraphrasing, reflecting feelings, probing Ask first, offer second

Exercise: Tutoring with Questions Scenario You are a manager and one of your supervisors asks you to decide about extending probation for a new employee due to performance concerns. Write down 3 to 5 “tutoring” questions that you would ask your staff member

Summary

Coaching Benefits Committed, not compliant staff Skilled, efficient and self-sufficient staff Higher job satisfaction More acceptance of change Improved organizational performance

Coaching Challenges For Managers May be a new way of interacting with staff Requires time Needs to be an ongoing process Learn to manage outcomes not methods Delegating responsibility to staff

Making Coaching Work Personal Commitment Recognize the benefits – staff and organization Do less, coach more Make coaching an ongoing practice Behaviors Set meaningful goals and delegate Interact often – talk less, actively listen Reinforce good performance Lead by example

Resources Coaching and Mentoring for Dummies Marty Brounstein, Wiley Publishing, 2000 Coaching, Mentoring and Managing Micki Holliday, Career Press, 2001