Chart Your Course to Business Success March 6, 2012 Chart Your Course to Business Success Advisors On Target On Target Business Intensive: Session 9

Implementation Steps Session 1 Session 2 Session 3 Create a working draft of your Mission Statement Create a working draft of your 1 and 5 year Vision Answer the 10 questions on the handout Session 2 Review your own financial statements and chart of accounts with what you learned in Session 2 Session 3 Create a budget for 2012 If you already have a budget, review and revise as needed Use the cashflow projection model (at the bottom of the budget tool) 2

Implementation Steps (cont.) Session 4 Determine your breakeven point for your 2012 budget Annual For the month of February 2012 Define your target markets (Fill in Marketing Plan – Part 1) Do a competition analysis (Fill in Marketing Plan – Part 2) Session 5 Define Marketing Strategies (Fill in Marketing Plan – Part 3) Create a Marketing Budget using the template Session 6 Start Job Costing every job if you aren’t already Implement a system to track job profitability over time to measure progress Coach foremen to improve 3

Implementation Steps (cont.) Session 7 Review Job Process Outline and Job Process Checklist Customize Checklist for your company Start to implement a more organized approach to your job process – add structure a piece at a time Session 8 Schedule a recurring company meeting Create an agenda Hold your first meeting Session 9 Session 10 Additional activities Values Exercise Business Diagnostic Assessment Start Job Costing every job if you aren’t already Implement a system to track job profitability over time to measure progress Coach foremen to improve 4

Agenda for today Recap last week – Questions Personal Communication Skills Inventory Leadership – Developing a Coaching Culture in your company

The Personal Communication Styles Inventory

Personal Communication Styles Inventory My personal communication style My personal communication style My personal communication style MY PERSONAL Communication STYLE My personal communication style My personal communication style

Benefits 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.

The Director Likes to be in control Qualities Results-Oriented Leaders Fast Paced Visionary Assertive, Outspoken Risk Takers In charge When Coaching Them Expect a fast pace Start with the bottom line Focus on results Share new ideas Encourage them to consider people and results

The Presenter Loves to talk to anyone, anytime, about anything Qualities Animated, Energetic Highly Creative Loves Acknowledgement Easily Bored Over Promise, Under Deliver (at times) When Coaching Them Make meetings fast, fun, social Emphasize points that make them look good Focus on their importance in the game Provide follow-up for them Help them establish a focus and structure

The Mediator Personable individual everyone likes Qualities Experts, Knowledgeable Extremely Helpful Reserved Communications Patient Thorough When Coaching Them Keep steady pace in meetings Avoid coercive behavior Suggest potential action steps Focus on how the project will help others Enlist their help Endorse the value of their support

The Strategist Thorough, Painstaking, Hardworking Tactician Qualities Careful Decision Makers Likes to think things through Hates to be wrong Dislikes making mistakes Extremely good follow-up, follow-through Structure Oriented When Coaching Them Allow plenty of time for longer meetings Present all facts before the bottom line Stay focused on agenda and recap at end Include written documentation Encourage them to lighten up and include others in projects

Ask questions about the Discovery Questions The Director Ask questions about the BIG PICTURE then lead to SPECIFICS The Presenter Ask questions about YOU then lead to questions about OTHERS The Mediator Ask questions about OTHERS then lead to questions about YOU The Strategist Ask questions about the SPECIFICS then lead to the BIGGER PICTURE

To summarize… The PCSI is a self assessment tool, not a personality test Use the PCSI to understand yourself and others “Flex” your style to work more effectively with other people Improve your effectiveness by drawing upon your own strengths & communicating with others in ways they can relate to more easily

Leadership – Developing as a leader and a coach

Self Awareness Personality Style – DISC Communications Style Your Personal Strengths Areas you want to improve

Awareness of others – Colleagues, Direct Reports, other Team members Personality Style – DISC Communications Style Their Personal Strengths Areas you would like them to improve – particularly those you supervise

Coaching Skills for Managers Tools for Creating a Coaching Culture in your Office

Overview Why should I do this anyway? Creating a Coaching Environment Coaching Skills Listen Question Message Acknowledge The Coaching Conversation Model® Role Play Practice – Practice – Practice S2

Why 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 Assoc 11% “The #1 reason people quit their jobs is dissatisfaction with their supervisors, not their paychecks.” 1999, Spherion & Lou Harris Assoc. S41

Creating the Coaching Environment Intention TRUST Relationship Words Coachable 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”

Coaching Skills Skill Contextual Listening® Discovery Questioning® Messaging Acknowledging and Celebrating

Contextual Listening® Skill A method of listening beyond the words To discern all there is to be heard and understood Coach Approach Listen for clues Ask questions to draw out the context Say what you heard to verify your understanding

The Listening Challenge Are you really listening or are you just waiting for your turn to talk?

Coaching Tip Our knowledge, experience and intention … filter what we hear and influence what we say.

Discovery Questioning® Skill A systematic process of asking sharply focused questions To help individuals discover for themselves Coach Approach Listen for contextual clues Ask questions to promote self-discovery Continue to listen and use silence effectively Make questions relevant to move the conversation forward

Coaching Tip Deliver words, questions or statements using neutral language Neutral Language: is without judgment or blame does not evaluate is not about your ego avoids directing or leading the person to your solution is centered on facts supports the person to discover, move forward or re-evaluate S28 (3-10)

Messaging Skill Coach Approach Converting what you want to say to a language that is succinct, neutral and timely To share your thoughts in a way that opens the possibility for a shift to occur Coach Approach With trust established, convert what you want to say into: a concise question or statement using neutral language a message free of personal agenda Have an intention to move the person forward. Let the message sink in. Use silence effectively.

Messaging Make a request – get people to try something they may think is beyond them Identify gaps between the person’s intentions and their actual behavior By providing timely information creates the opportunity for a shift in thinking S30 (3-13)

Acknowledging and Celebrating Skill Focused feedback to acknowledge, celebrate or endorse positive contributions, learning and behaviors To create an environment of being valued Coach Approach Be genuine and timely Pinpoint specific contributions, learning or behaviors Identify the personal attributes or strengths displayed Use to lighten the intensity of a conversation

Coaching Conversation Model® U R E N T A L I Y O G Establish Focus Step 1 Step 2 Plan the Action Step 3 Remove Barriers Step 4 Recap Step 5 Discover Possibilities Coaching Through the Gap Coaching Skills Contextual Listening® Discovery Questioning® Messaging Acknowledging & Celebrating The Coaching Conversation Model® is a registered copyright of CoachWorks International, Dallas, TX USA and is used by CCUI with permission.

The Coaching Conversation Establish Focus Discover Possibilities Plan the Action Remove Barriers Recap S7 (2-2)

Step 1 - Establish Focus For the meeting For the task For the gap

Step 2 – Discover Possibilities Ask powerful questions Quiet your mind Listen non-judgmentally Paraphrase Draw out consequences Share personal experiences S9 (2-4)

Step 3 – Plan the Action Guide development of an action plan Focus on the desired outcome Divide into “byte size” chunks Set target dates for completion Define parameters to guide actions Identify role overlap Discuss how this project fits within the organization S10 (2-5)

Step 4 – Remove Barriers Ask questions to explore resource needs Clarify actions needed to clear barriers Support by ensuring cooperation S11 (2-6)

Step 5 - Recap Ask the individual to review the meeting Gain commitment to take action Re-emphasize your support and what you will do Establish accountability S12 (2-7)

Live Coaching Practice 2 Rounds (7 minutes each) Timing Scenario A coaches B B coaches A Timing 5 minutes coaching session 2 minutes feedback (coach then coachee) Scenario 1 person plays business owner, 1 plays foreman/team leader Foreman is not adequately leading/monitoring the job & his team’s performance S32 (3-18)

The power of an idea is only in its implementation…

Implementation Steps Review PCSI Material Practice awareness and using your communication style Try using coaching conversations using the 5 step model