1. Coaching and Feedback
Mark Cannon

2. What is Coaching?
Coaches enhance employee ability and performance by facilitating:
Learning
Informed choice
Internal commitment to growth

3. What are the most effective of methods of developing employees?

4. Factors That Drive Development

5. Korn/Ferry’s Lominger 360 Competency Ratings
Coaching (“developing direct reports and others”)
rated lowest (3.37/5.00) of all 67 competencies
Feedback (“confronting direct reports”)
rated (3.40/5.00) in the bottom 10%

6. Focusing on Your Experiences, Interests, and Current Challenges
The Change Process / Missed Developmental Opportunities
Too often, employees do not proactively work on improving their weaknesses.
They also miss opportunities to continue their growth and development.
Why don’t we see more continuous, successful growth and development?
Key Targets for Coaching and Development:
Where do you see the greatest opportunities for coaching and development in your organization? What knowledge, skills, abilities and performance would you like to see enhanced? What are some examples?

7. Almost every executive I meet is successful because of doing a lot of things right, and almost every executive I meet is successful in spite of some behavior that defies common sense. - Marshall Goldsmith

8. Typical Growth Pattern

9. Why are people not more successful at making constructive changes in their behavior?

10. Conditions for Growth and Development
Accurate perception of current performance
Where do I stand now?
Clear vision of desired end state
Where do I want to be?
Motivation to change
Why should I make the effort to change?
Means of making the change
How will I get there from here?
Ongoing assessment, support, and follow-up
How will we establish accountability and support the change process?

11. Key Coaching Skills Developmental Relationship Active Listening
Questioning
Assessment
Feedback
Goals
Action Plans
Ongoing Assessment, Support and Feedback

12. Coaching Styles Directive Facilitative
They help by instructing and advising; by sharing their knowledge, experience, and perspective; and giving feedback and corrective suggestions on what they’ve observed
They help by asking insightful questions and listening; by stimulating their subordinates to think, reflect, and explore; and by helping others observe themselves and learn from their own experiences.
(Bacon & Spear, Adaptive Coaching)

13. Directive Versus Facilitative
What do you see as the costs and benefits of directive coaching and facilitative coaching?
When is a directive style as most useful?
When is a facilitative style as most useful?
Which style is more comfortable for you?

14. Directive Versus Facilitative
How do employees prefer to be coached?
Directive 35%
Facilitative 65%
Directive coaching can be particularly useful in establishing and clarifying performance expectations and helping employees see performance gaps
Facilitative coaching tends to help employees “own” performance problems and be more proactive in taking personal responsibility for their own development
87% of employees said they prefer coaches who ask questions rather than “being told what to do.”

15. Directive Versus Facilitative Benefits
Clarifying expectations
Giving actionable feedback
Establishing accountability
Technical or factual learning
Addressing performance problems
Facilitative
Building employee motivation and internal commitment
Encouraging ownership
Developing complex capabilities (leadership, judgment, etc.)
Promoting deeper learning
Developing goals
Designing action plans

16. Developmental Coaching
Developmental Coaching—Supports continuing development in current role or in preparation for future roles
May require a shift in our frame of mind
The distinctive developmental coaching skills are active listening and asking powerful questions
A Developmental Frame of Mind
Focus on employee’s learning needs versus what you know
Play the role of facilitator versus expert or director
Transfer commitment and responsibility for development to the employee versus holding them yourself
Impact versus speed

17. What is Framing?
A frame is an a set of assumptions that guides our attention and effort.
We are often unaware of our frame and how it is impacting our effectiveness.
Reframing (adopting and applying a different set of assumptions) is often helpful in increasing our effectiveness.

18. 2

19. “GROW” Goal: What we want to achieve
Reality: The circumstances we’re dealing with (or how we perceive them)
Options: How we might move from our Reality to our Goal
Way Forward: What action we want to take

20. Source: “You Already Know how to be Great,” Alan Fine, 2010

21. Performance: Faith, Fire and Focus
Faith: Belief in one’s ability to succeed
Fire: Passion, energy, commitment
Focus: Attention, concentration
Source: “You Already Know how to be Great,” Alan Fine, 2010

22. Key Coaching Skills and Desired Coaching Outcomes
Accurate Perception of Current Performance
Clear Vision of Desired End State
Motivation to Change
Means of Making Change
Ongoing Assessment, Support, and Follow-up
COACHING SKILLS
Developmental Relationship
Active Listening and Questioning
Assessment and Feedback
Goal Setting and Action Planning
Ongoing Assessment, Support, and Feedback

23. Research Findings on Goal Setting
Challenging goals produce better performance
People may abandon goals if the goal becomes too hard
Specific challenging goals are better that “Do Your Best” goals
Participation on goal setting increases commitment and attainment of goals
Feedback and goals improve performance
Management support is critical

24. S.M.A.R.T. Goals Specific goals Measurable goals Agreed upon Realistic
Time specific