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

2. 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

3. 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

4. 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

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

6. The Personal Communication Styles Inventory

7. 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

8. 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.

9. 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

10. 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

11. 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

12. 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

13. 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

14. 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

15. Leadership – Developing as a leader and a coach

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

17. 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

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

19. 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

20. 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

21. 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”

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

23. 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

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

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

26. 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

27. 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)

28. 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.

29. 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)

30. 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

31. 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.

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

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

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

35. 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)

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

37. 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)

38. 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)

39. The power of an idea is only in its implementation…

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