Copyright © 2008 First Steps Training & Development, Inc. All rights reserved. 1 1 Coaching for Personal Accountability Presented by:

What are performance gaps? They are the behavioral difference between what is expected against the measurable safety or productivity standards and what is actually being demonstrated. These gaps are visible through frequency of incidence or declines in production. To minimize the performance gaps, it is important to identify the sources that drive the behaviors. The source(s) may or may not be visible! Performance Gaps Based on the work of David Rock, Quiet Leadership, HarperCollins, 2006.

Performance The formula for performance is: p = P – I Performance equals our potential minus our interferences. Your people have the potential to excel at any job if given the proper training and supportive resources. Their level of performance is affected by what limits them from reaching that potential. Based on the work of David Rock, Quiet Leadership, HarperCollins, 2006.

4 Do you believe that All other things being equal, most people would rather do a good job than a bad job? All other things being equal, most people would rather do something than do nothing? Copyright © 2008 First Steps Training & Development, Inc. All rights reserved.

Performance The formula for performance is: p = P – I Performance equals our potential minus our interferences. Your people have the potential to excel at any job if given the proper training and supportive resources. Their level of performance is affected by what limits them from reaching that potential. The Interferences can be any variable that affects our “willingness or drive” to achieve our top level of performance. As a leader, we must find the Source of Interference of that performance gap! Based on the work of David Rock, Quiet Leadership, HarperCollins, 2006.

Performance System Model 66 Copyright © 2008 First Steps Training & Development, Inc. All rights reserved.

Sample Workplace Scenario You are the supervisor of a team of 20 and the target volume of calls for the team to troubleshoot per hour is 200. Each person has a target of entering 10 lost or stolen card records per hour and successfully troubleshooting them to a solution. 14 of the 20 team members maintain a consistent level of performance by achieving their goals of 10 successful calls per hour. 3 of the 6 manage to complete 9 of 10 calls successfully. The remaining 3 fall short by 4 calls each. This gives your team 185 out of 200, or a 92.5% target achievement rating. The 7.5% is your team performance gap. Customer Service Call Center: Lost or Stolen Credit Cards Copyright © 2008 First Steps Training & Development, Inc. All rights reserved.

Performance Coaching “How To” Praise Progress Understand the Situation State the Standard Ask for a Solution Ask for Commitment Copyright © 2008 First Steps Training & Development, Inc. All rights reserved.

Performance Coaching “How To” Praise Progress Understand the Situation State the Standard Ask for a Solution Ask for Commitment Copyright © 2008 First Steps Training & Development, Inc. All rights reserved.

Thinking – How long have you been thinking… Vision – What do you want to achieve… Planning – What’s your plan for achieving… Details – Tell me about what you are doing… Problem – What’s in the way of meeting… Drama – Tell me what will go wrong if… Coaching Questions Based on the work of David Rock, Quiet Leadership, HarperCollins, Types of Thinking Questions to Encourage Thinking

1.Learn to Think about Thinking Become less concerned about changing peoples thinking and focus more on understanding the way they think. Guide the person into thinking through their own solutions instead of telling them what you think. Keep them focused on solutions so that conversations are productive. 2. Listen for Potential We only hear what we are listening for and often miss what people are trying to say. By listening without a predetermined conclusion, we increase the potential to engage their creativity and insight of experience. Six Steps to Improving Performance in People Based on the work of David Rock, Quiet Leadership, HarperCollins, 2006.

3. Speak with Intent Be specific enough so that people understands exactly what you mean. Use words that will have the biggest positive impact on people. Speak so that the other person can relate to what you are saying. Be caring enough about how you will come across. Be personal and real; this helps build the level of trust required to improve performance. Pay close attention to what the other person says and make mental note of the key points in order to be more accurate and detailed in your response. Six Steps to Improving Performance in People Based on the work of David Rock, Quiet Leadership, HarperCollins, 2006.

4. Steering Toward Insight Gaining insight is the identification of some kind of awareness or a possible solution towards the problem. Once aware of a possible solution, we then reflect on the validity of that possibility being real. In the process of reflecting, the situation becomes illuminated or clearer as to what direction we must take. At this point the “aha” moment generate a plan of action or motivates us to move forward with those new ideas. The leaders role is to lead the person through this process and provide feedback on the course of action to be taken. Six Steps to Improving Performance in People Based on the work of David Rock, Quiet Leadership, HarperCollins, 2006.

5. CREATE New Thinking When we help people become aware of the problem or decline in performance, they can reflect on the situation. Then, if we ask the right questions, they are able to gain insight and develop a personal approach to improving performance. Current Reality, Explore Alternatives, Tap their energy Stay in the here and now ! Ask lots of questions. Listen to your instincts about their energy. Be flexible and open-minded. Be a resource or sounding board for new insight. Offer ideas and make suggestions. Set measures to assess effectiveness of changes. Keep the energy on track. Help steer insight into action. Six Steps to Improving Performance in People Based on the work of David Rock, Quiet Leadership, HarperCollins, 2006.

6.Follow Up If we don’t follow up on the actions that were agreed upon, the change will not have long-term impact on performance. Follow up creates new expectations which supports achievement of higher goals. The Follow Up FEELING MODEL: Facts – simply get the facts Emotions – see how the person feels about achievement Encourage – acknowledge the efforts and praise progress Learn - find out what is being learned by changes Implication – see how can they use the insight elsewhere New Goal – intify the next goal to work for Based on the work of David Rock, Quiet Leadership, HarperCollins, Six Steps to Improving Performance in People

Copyright © 2008 First Steps Training & Development, Inc. All rights reserved. 16 Copyright © 2008 First Steps Training & Development, Inc. All rights reserved. For more information, or to schedule a workshop, contact: Toll Free: (800) Coaching for Personal Accountability