1. Raising the Performance Bar- Maximize Your Coaching ROI President’s Forum and WSML 2012 1

2. Video..\SKILL03_RaisingTheBar.wmv President’s Forum and WSML 2012 2

3. Senior Manager, HR Business Partner Consulting Principal Learning Consultant, Sales Enablement Director, HR Business Partner Consulting Your Facilitators President’s Forum and WSML 2012 3 HR Director, EMEA Business Partner Consulting Janet Sporle Director, Training & Consulting Practice, Wiseman Group Rob Delange Senior Director, HR Business Partner Consulting Terri Charlesworth Teresa Crofts Ruth Carsner Claire Dao

4. Raising the Performance Bar - Maximize your coaching ROI – Session Objectives Demonstrate the tangible relationship between effective coaching and business results Share a coaching model and practice questioning techniques to improve your coaching skills Practice your coaching skills through role play Present a model to help you evaluate the impact of your coaching on your business results Equip participants to engage in ongoing results-focused coaching President’s Forum and WSML 2012 4

5. Icebreaker Activity President’s Forum and WSML 2012 5 What did your GOOD COACH do? How much effort did he/she get out of you? (0-100) What did your BAD COACH do? How much effort did he/she get out of you? (0-100)

6. Attributes of the Best Coaches Discerns needs of the coachee Demonstrates results orientation Works as a thinking partner Encourages new behaviors Provides sound advice Demonstrates respect for the coachee They possess the desire and willingness to be a coach President’s Forum and WSML 2012 6

7. What is Coaching? President’s Forum and WSML 2012 7

8. Coaching Defined Coaching is a collaborative process that helps another person improve, learn something, or take performance to the next level –dialogue of give and take –multiple purposes –conversations that are relevant, developmental, motivational –goal to create a lasting behavior change –keeps ownership with employee and empowers them to act President’s Forum and WSML 2012 8

9. Manager vs. Mentor vs. Coach Manager Building Employee Engagement Setting team and business strategy Delegating activities Training Planning staff development Mentor Company internal advisor Advance the mentored person’s career Focus based guidance Needs-driven relationships Coach Doesn’t have all the answers Provide structure, foundation, and support Focus based on needs of the individual Choice-driven relationship President’s Forum and WSML 2012 9

10. ROI on Coaching – The Research President’s Forum and WSML 2012 10

11. Return on Coaching President’s Forum and WSML 2012 11 Teams that report receiving low quality coaching are far more Likely to underperform than teams receiving high-quality coaching Source: Sales Executive Council

12. Sales Reps that are consistently coached by their Managers outperform others by a significant margin President’s Forum and WSML 2012 12 Source: SEC Solutions: Sales Executive Council Research 17% Performance Improvement is directly attributable to coaching effectiveness <2 hrs per month 2 to 3 hrs per month 3+ hrs per month

13. Preparing for the Coaching Conversation President’s Forum and WSML 2012 13

14. Preparing to Coach Clarify your coaching mission Understand your coaching role Build strong rapport with coachee Invest in coaching relationships Understand your coaching style and approach President’s Forum and WSML 2012 14

15. President’s Forum and WSML 2012 15 The Coaching Discussion

16. FUEL Frame the conversation –Identify behavior or issue to discuss –Determine Purpose or outcome desired –Agree on the process Understand the current state –Understand the coachee’s point of view –Determine Consequences of continuing on current path –Offer your perspective if appropriate Explore the desired state –Understand the vision for success –Coach the gap –Set goals and performance expectations –Explore alternative paths of action –Explore possible barriers or resistance Lay out plan of success –Develop and agree on an action plan and timeline –Enlist support from others –Set milestones for follow-up and accountability President’s Forum and WSML 2012 16

17. It’s All About Asking The Right Questions! President’s Forum and WSML 2012 17

18. Extreme Question Challenge 18 Colleague challenge 1.Offer insights, but keep them short 2.At end of discussion, what views did they hold Colleague challenge 1.Offer insights, but keep them short 2.At end of discussion, what views did they hold Coach challenge 1.Access what your colleague knows 2.Make your points known 3.Drive to a conclusion or decision 4.Lead only with questions Coach challenge 1.Access what your colleague knows 2.Make your points known 3.Drive to a conclusion or decision 4.Lead only with questions In a pair, pick a current work issue about which you both have understanding and opinions President’s Forum and WSML 2012

19. Question Value Ladder Closed Yes or No Open Elicits idea or explanation Guiding Helps another see what you can see Discovery No one has an answer yet Challenge Questions prevailing assumptions President’s Forum and WSML 2012 19

20. Action Learning President’s Forum and WSML 2012 20

21. Action Learning Scenarios Objectives: –By the end of this activity, participants will be able to: Apply the four-step FUEL coaching method during a role play; Develop a plan for using the coaching method on the job. Divide into groups of three. One person in each group to act the role as follows: –Manager/Coach –Employee –Observer After 10 minutes, stop the role play and have the observers provide feedback to the coaches Have participants switch roles and do Role Play 2, then Role Play 3 Debrief President’s Forum and WSML 2012 21

22. FUEL Frame the conversation –Identify behavior or issue to discuss –Determine Purpose or outcome desired –Agree on the process Understand the current state –Understand the coachee’s point of view –Determine Consequences of continuing on current path –Offer your perspective if appropriate Explore the desired state –Understand the vision for success –Coach the gap –Set goals and performance expectations –Explore alternative paths of action –Explore possible barriers or resistance Lay out plan of success –Develop and agree on an action plan and timeline –Enlist support from others –Set milestones for follow-up and accountability President’s Forum and WSML 2012 22

23. Determining ROI on Coaching President’s Forum and WSML 2012 23

24. Coaching is the Link from Strategy to Results President’s Forum and WSML 2012 24 Strategy COACHING CONVERSATIONS Results FY13 Symantec Victory Plan

25. 4 Levels of Evaluation ReactionLearningBehaviourResults President’s Forum and WSML 2012 25

26. Call to Action CALL TO ACTION: –Consider a coaching discussion that you need to have during our Annual Performance Review period –Choose the most appropriate model and tools and plan for your coaching discussion Share point –put experiences on share point and put in the Sales News letter President’s Forum and WSML 2012 26

27. Resources in Coaching ROI Toolkit The Stats on the ROI of Coaching A Coach’s Role The FUEL Model The GROW Model Question Value Ladder Are you an effective coach? An assessment Training options for improving your coaching skills Suggested Reading Questions Library President’s Forum and WSML 2012 27

28. President’s Forum and WSML 2012 28 “ Coaches who can outline plays on a black board are a dime a dozen. The coaches who win are the ones who can motivate their players.” Vince Lombardi “ Sales training is what you need to become a salesperson. Sales coaching is what you need to become a sales champion. ” “ Coaching Salespeople into Sales Champions”

29. Video 20Raising%20the%20Bar/EMS%20Output/ President’s Forum and WSML 2012 29

30. Thank you! SYMANTEC PROPRIETARY/CONFIDENTIAL – INTERNAL USE ONLY Copyright © 2012 Symantec Corporation. All rights reserved. President’s Forum and WSML 2012 30

31. Reaction EvaluationExamplesPracticability Reaction evaluation is how the employee felt about the coaching experience Verbal reaction, post- coaching feedback Quick and very easy to obtain President’s Forum and WSML 2012 31

32. Learning EvaluationExamplesPracticability Increase in knowledge, skills and capability One to one discussions or observation can also be use e.g.; attending customer meetings with employee, joining customer calls Relatively simple to set up; clear-cut for quantifiable skills e.g.; closing skills President’s Forum and WSML 2012 32

33. Behaviour EvaluationExamplesPracticability Behaviour evaluation is the extent of applied learning back on the job - implementation Observation and regular one to ones over time are required to assess change, relevance of change, and sustainability of change Measurement of behaviour change typically requires time and skill of line-managers President’s Forum and WSML 2012 33

34. Results EvaluationExamplesPracticability Results evaluation is the effect on the business or environment : Bookings NPS ENPS Cost savings etc Measures are already in place via normal management systems and reporting - the challenge is to relate to the employee Process must attribute clear accountabilities President’s Forum and WSML 2012 34