+ ALA Workshop: July 17 th, 2013

+ Coaching: Goals & Agenda Identify what ‘coaching’ is and when to use it Discover 4 Step Coaching Model Apply Coaching Model to 3 case studies Present coaching concepts, context, evaluate right situations Introduce 4 Step Coaching Model Practice 4 Step Model: Apply model to cases, discuss outcomes Goals Agenda

+ Coaching: What is it? Discussion about ‘improvement in work performance’ Agreement to work together, over time, for mutual benefit Conducted with respect and shows support Requires a solid, working relationship to be effective A Conversation Between a Supervisor and Direct Report

+ Coaching: Why do it?

+ Coaching: When to use it? Coaching is used to … Coaching is not used to …

+ Coaching: When to use it Coach when :  It’s a good use of your time (priorities)  Clear benefit to the effort (win/win/win)  Issue is work related (not personality) Don’t  coach when :  Situation is not appropriate (leaving job)  Another means or person is better (delegate)  Staff can make changes by themselves

+ Coaching: 4 Step Model Is this right? 1. Prepare2. Meet3. Coach4. Evaluate Is Coaching the right choice? ✍ Is this situation ‘coach worthy’, worth my time and effort? ✍ Will the individual be better able to meet work goals? Will work goals meet, or exceed, organization’s needs? ✍ Are you clear what the ‘performance problem’ is? Caution: are you sure it’s not your own bias, narrow viewpoint, or discomfort with different work styles? ✍ Is the relationship solid enough to begin coaching?

+ Coaching: 4 Step Model Is this right? 1. Prepare 2. Meet3. Coach4. Evaluate 1. Prepare  Pay attention to performance gaps, skill deficiencies. Take notes, specify actions to be improved. Focus on observed behaviors – not personal attitudes or motivations.  Jot down impressions and possible causes. Sit in their shoes: What other explanations could explain what you see?  Is the behavior likely to be improved? How often is it exhibited? Is it the same situation or happens across the board?  Is the relationship strong enough to begin coaching?  Ask the employee to prepare for the meeting by: jotting down work goals, identifying any challenges/barriers or ‘wish list’ of new tasks.

+ Coaching: 4 Step Model Is this right? 1. Prepare 2. Meet 3. Coach4. Evaluate 2. Meet  Discuss what you observed. Focus is on observed behaviors – not personal attitudes or motivations.  Explain why the behavior is a problem. Connect the behavior to impact on work goals or team functioning.  Probe for information. Ask open- ended questions to give you insight/details about causes.  Obtain agreement on the performance or skills gap = the goal of coaching.  Be collaborative, use conversation to clarify observations, probe for their views, identify performance gaps. You’ve created an effective context to ‘coach’.

+ Coaching: 4 Step Model Is this right? 1. Prepare 2. Meet 3. Coach 4. Evaluate 3. Coach  Clarify purpose, goal and benefit of coaching – close performance gap through collaborative effort of coaching.  Create action plan with: current status, goals, timeline, actions needed, outcomes, coach’s role. Solicit agreement between both people.  When coaching, decide if you’re going to show (supportive) or tell (directive)  Set date for follow-up/evaluation.

+ Coaching: 4 Step Model Is this right? 1. Prepare 2. Meet 3. Coach 4. Evaluate

+ Coaching: Case Study #1 ( Underperforming ) 1. Does this lend itself to coaching? 2. What might you look for? 3. How might you describe this behavior during the initial meeting? How would you connect this to his/her work goals? 4. What type of coaching support might you give? Supportive or Directive? 5. What might be possible outcomes if: a) The work performance improves? b) Performance doesn’t improve? Is this right? 1. Prepare2. Meet 3. Coaching 4. Evaluate Worker with Set Practices Coaching Model

+ Coaching: Case Study #2 ( Underperforming) 1. Does this lend itself to coaching? 2. What might you look for? 3. How might you describe this behavior during the initial meeting? How would you connect this to his/her work goals? 4. What type of coaching support might you give? Supportive or Directive? 5. What might be possible outcomes if: a) The work performance improves? b) Performance doesn’t improve? Is this right? 1. Prepare2. Meet3. Coach4. Evaluate Worker Lacking Demeanor Coaching Model

+ Coaching: Case Study #3 (Growth Opportunity) 1. Does this lend itself to coaching? 2. What might you look for? 3. How might you describe this behavior during the initial meeting? How would you connect this to his/her work goals? 4. What type of coaching support might you give? Supportive or Directive? 5. What might be possible outcomes if: a) The work performance improves? b) performance doesn’t improve? Is this right? 1. Prepare2. Meet3. Coach4. Evaluate Growth Opportunity Coaching Model