1. Leader as Coach Coaching Strategies PDI Ninth House Kelly McGlothlin-Zendejas, PsyD

2. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Workshop Objectives  Identify compelling reasons to coach.  Learn the Leader As Coach strategies.  Identify tactics for specific situations.  Help articulate what you already know.  Set priorities to develop as a coach.

3. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Your Objectives  What would you like to get out of this workshop?  Where do you face the greatest challenge in coaching and developing others?

4. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Expectations  Involvement: Be here now.  Open communication: Discuss your needs and situations.  Trust: Respect confidential and sensitive issues.  Open attitude: Experimentation.

5. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Learning is Increasingly Important  Business world is changing  Competition, global markets, labor  Technology, communications  Ability to change becomes critical  Ability to learn quickly  Ability to help others develop quickly

6. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Capability Portfolio  Performance  Risk  Liquidity  Ability to learn  Ability to coach others  Flexibility and adaptability  Comfort with change and ambiguity

7. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Why Should You Care about Coaching and Development? Where will you and your organization feel the most pain if people don’t develop?

8. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 VIDEO: Organizational Imperatives for Development  Volunteers from a marketing unit at a Fortune 100 high-tech firm:  Leslye Louie, marketing manager  Deborah Chandler, her direct report  David Dickerson, new employee three levels below Leslye  Unrehearsed interviews

9. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Organizational Imperatives for Development What reasons do Leslye and her team articulate for investing in development?

10. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Organizational Imperatives for Development  Improve bottom line.  Help people do things faster and better.  Do more with less.  Attract and retain people.  Build bench strength.  Create agile, adaptable organization.

11. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Coaching as a Competitive Strategy In our industry, we’ve maxed out in quality differentiation; we’re running neck and neck in technology; everyone’s making a high investment in R&D. But we’re not all moving the same direction in HR, so it can be a huge competitive advantage. HR is a critical differentiator. — Karen Mattimore, Motorola —

12. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Finding Your Incentives for C&D  What are the personal incentives for you to coach others?  What are your organization’s compelling incentives for coaching? Pg. 6

13. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 What Is Coaching? Coaching is the process of equipping people with the tools, knowledge, and opportunities they need to develop themselves and become more effective.

14. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Leader As Coach Strategies  Forge a Partnership  Avoid or reduce resistance  So people will work with you  Inspire Commitment  Increase motivation  So people work on goals that matter

15. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Leader As Coach Strategies  Grow Skills  So people can do what is required  Promote Persistence  So learning lasts on the job  Shape the Environment  To remove barriers and reward learning

16. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Self-Assessment: Partnership and Commitment  Identify five people you are most likely to coach.  For each person, assess your standing on Forging a Partnership and Inspiring Commitment using the four work sheet questions.  Discuss with partner Pg. 10

17. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Strategy 1: Forge a Partnership Build trust and understanding so people want to work with you.

18. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Strategy 1: Forge a Partnership  Build trust and understanding so people want to work with you.  Avoid resistance by taking their agenda as seriously as your own.  Or else you risk that:  People won’t take you seriously.  People won’t take necessary risks.  You can’t address the real issues because people won’t talk openly.

19. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Understanding Resistance to Change  When was the last time someone asked you to change or do something you didn’t want to do?  What were your reasons for resisting? Pg. 12

20. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Lesson  People have good reasons for resistance that we need to understand:  Lack of time; not a priority  Fear of failure; too difficult  Inconsistent with their values  They don’t trust your intentions  The timing isn’t right

21. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 PDI Coaching Survey  Senior manager interviews  Experiences with coaching - both providing and receiving  State of the practice, not state-of-the-art

22. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 PDI Coaching Survey: Results  What executives do when they coach: 1. Provide feedback and advice 2. Do development planning 3. Develop skills  How executives want to be coached: 1. Get feedback and advice 2. Have trusting relationships 3. Get information on organizational strategy and what to develop

23. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 VIDEO: The Art of Coaching  Pete: Financial manager  David: Peer manager/coach  Two conversations, different approaches  Discussing a real challenge Pete faces  Segments are condensed and edited to illustrate key points  Put yourself in the coach’s shoes!

24. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 The Art of Coaching: Conversation 1 1. Where do you see resistance? 2. How well does David understand what is important to Pete? 3. How well does David link his agenda to what matters to Pete? 4. What is it like to be in Pete’s shoes? 5. What is it like to be in David’s shoes? Pg. 14

25. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Lessons from Conversation 1 Easy pitfalls for coaches to fall into:  Explaining instead of listening.  Giving advice before showing that you understand their point of view.  Repeating your views when you meet resistance.  Overwhelming with feedback and advice.

26. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 The Art of Coaching: Conversation 2 1. What does David do differently and what is the impact on Pete? 2. How does David provide feedback and new information in this conversation? 3. Where do you see resistance? Pg. 16

27. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Lessons from Conversation 2  Prepare yourself to listen and explore first.  Put your agenda on hold until you understand their point of view.  Ask questions to help people clarify their own thinking and see new options.  Go where the energy is: Help people solve their problems as they define them.  Be clear and direct about your views.

28. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Experiences with Partnership In two groups:  Think of two to three people you would seek for coaching. What qualities and behaviors make you want to work with them?  How can coaches build trust and partnerships with people they don’t work closely with (e.g., in remote locations)? Pg. 18

29. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Personal Application For the person you are coaching, which of these things are you doing or not doing that could impact their acceptance of coaching from you? Pg. 18

30. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Discussion  Select a learning partner who could help with the person you plan to coach.  Review the four prework questions for the person you plan to coach.  Discuss the partnership dynamics you currently have with your coachee.  Identify the most important partnership issue(s) you need to address.

31. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Lessons Learned  Personal reflection:  What have you learned so far?  What do you want to do differently? Pg. 19

32. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Strategy 2: Inspire Commitment Build insight and motivation so people focus their energy on goals that matter

33. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Strategy 2: Inspire Commitment  Build insight and motivation so people focus their energy on goals that matter.  Or else you risk that people:  Work on the wrong stuff.  Never find time for development.  Never take ownership of their development.

34. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 VIDEO: Real-Time and Dynamic  List the ways they ensure information is flowing constantly.  How do they align development objectives with personal and organizational incentives?

35. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 What Information do People Need to Develop?  Where are they now and where they are going.  What they see and what others see.

36. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Where the person is Where the person is The person’s view The person’s view Others’ views Others’ views Where the person is going Where the person is going GAPS Copyright ©2000, Personnel Decisions International Corporation. All rights reserved. How others see the person P erceptions What matters to others S uccess Factors What matters to the person G oals & Values How they see themselves A bilities

37. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 GAPS Grid — Sample  Waldo Austin  Marketing product manager in network server group of high-tech company Pg. 23

38. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Sources of GAPS Information Where the person isWhere the person wants to go Abilities Self-assessment Track record Professional assessment Goals Values clarification Personal goal-setting Career counseling Career development discussions Development planning The person’s view

39. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Sources of GAPS Information Where the person is Where the person wants to go Perceptions Direct feedback 360 o feedback Customer feedback Performance review Standards Roles and responsibilities Respected role models Competency models Organizational vision, values Organizational goals, strategies Core competencies Competitive challenges Market demands Others’ views

40. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 GAPS Example  Someone everybody knows and has opinions about  Leader in this organization  Well-known public figure (e.g., actor, politician)

41. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 How would you like some feedback from me right now?

42. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Sample Questions: Perceptions  How do you see my influencing skills?  What are my blind spots?  What do you see as my three greatest strengths and three greatest weaknesses?  What skill could I leverage more effectively?

43. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Sample Questions: Standards  What are the most critical success factors in my current role?  What will it take for me to achieve X?  What skills will be most critical in the next two to three years?  What will senior management and colleagues value most from me?

44. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Information Hunt  Find three new pieces of information relevant to your development  Seek information you are interested in: What will be most helpful for you?  From three different people  At least one Perception and one Standard Pg. 26

45. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Information Hunt Debrief  What surprised you?  What did you learn?  How is this similar to or different from what typically happens at work?

46. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Three Coaching Frontiers  Working one-on-one  Teaching self-reliance  Orchestrating resources and learning opportunities

47. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 GAPS: Application to the Person You Are Coaching  Discuss with your learning partner:  What information do you already know?  What additional information do you need to learn?  When and how will you begin a GAPS conversation with your coachee? Pg. 28

48. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Prioritizing What To Work On 1.Clarify where the person wants to go: Goals: What is important to them Standards: Align with organizational priorities 2.Compare G&S with where they are now. 3.Find the greatest leverage points within their total portfolio of talent. 4.Choose one to start working on.

49. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Work Sheet: Prioritize and Align Development Objectives 1. Conduct a preliminary analysis of your case. 2. Begin to fill in the steps for your case using the work sheet. Pg. 31-3

50. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Lessons Learned  Personal reflection:  What have you learned so far?  What do you want to do differently? Pg. 36

51. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Key Lessons: Inspire Commitment  Use this when people don’t make development a priority.  Use GAPS information to propel and direct development.  You can’t motivate people; but you can tap into existing motivation (Goals).  Gain commitment by finding where Goals and Standards are aligned.

52. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Strategy 3: Grow Skills Build new competencies to ensure people know how to do what is required.

53. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Strategy 3: Grow Skills  Build new competencies to ensure people can do what is required.  Or else you risk that people:  Stall at current level of proficiency.  Repeat old mistakes.  Can’t do their jobs and feel frustrated.  May disguise their performance gaps.

54. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Seeds  What do the instructions say on the back of your seed packets?  What do seeds need to grow? What are the ingredients of growth?  What do people need in order to grow?

55. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Active Ingredients of Learning  Think of a situation where you learned something significant.  What was it about that situation that made it a learning experience?

56. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Creating Meaningful Challenge  Meaningful  Personally relevant  Real consequences  Challenge  Some stretch and risk of failure  Encourages new thinking and behavior  Reflection  What worked and what didn’t

57. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Work Sheet: Grow Skills  Discuss work sheet with learning partner.  What is the person’s learning objective?  Where do you want to see the person using the skill?  How can you increase the level of meaningful challenge for that person? Pg. 44-45

58. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Development FIRST  Focus on priorities  Implement something every day  Reflect on what happens  Seek feedback and support  Transfer learning to next steps

59. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Personal Learning Plan  Review the sample Learning Plan.  How is this different from what you typically see in a development plan? Pg. 47-48

60. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Key Lessons: Grow Skills  Use this when people clearly don’t have a skill they need.  Find experiences that provide meaningful challenge.  Build learning into day-to-day activities.  Help people reflect on what worked, what didn’t, and what to do differently. Pg. 49

61. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Strategy 4. Promote Persistence Build stamina and discipline to make sure learning lasts on the job.

62. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Strategy 4. Promote Persistence  Build stamina and discipline to make sure learning lasts on the job.  Or else you risk:  Fads and false starts.  Frustration and failure.

63. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Two Aspects  Manage the mundane  Fitness routine: The goal is attractive, but the reality can be tedious.  Fight fear of failure.

64. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 VIDEO: Taking Risks  Support intelligent risk taking  Fight fear of failure  Watch for:  What do they do to help people feel comfortable taking risks?  What do they do routinely to keep development on their scope?

65. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Support Intelligent Risk Taking  In groups of three to four people, discuss what you can do to minimize fear of failure and support intelligent risk taking with the people you are coaching.  Each person write your best ideas on flip chart in front of the room.

66. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 The “Get Real” Test  If you get stuck, use the “Get Real” Test to diagnose likely barriers:  Behavior  Obstacles  Attention Pg. 52-55 sample

67. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 “Get Real” for Yourself  Use the work sheet to examine how you will anticipate and overcome the barriers as you try to develop your coaching skills.

68. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Lessons Learned  Personal reflection:  What have you learned so far?  What do you want to do differently? Pg. 56

69. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Key Lessons: Promote Persistence  Use this when people don’t apply what they know.  Keep development on the scope.  Help people take meaningful risks to stretch themselves.  Pinpoint exactly what they will do to put skills into practice.  If stuck: Willing to pay the price?

70. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Strategy 5: Shape the Environment Build organizational support to reward learning and remove barriers.

71. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Strategy 5: Shape the Environment  Build organizational support to reward learning and remove barriers.  Or else you risk:  People have easy, legitimate excuses.  Uphill struggles for those on board  Mixed messages.  Claims of hypocrisy; cynicism and disillusionment with management.

72. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Quote “We do what we’re measured on. We’re measured on being great problem solvers, not on being great coaches. We don’t have a whip for being a coach, but we have a whip and a noose for not meeting your numbers.” — Manager, high-tech manufacturing —

73. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 VIDEO: Shape the Environment  Be a role model.  Create a local learning climate.  Influence organizational policy and practice.

74. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Shaping Your Environment  What kind of environment for coaching and development do you want?  What can you do to take the first step?  As a role model?  As a leader in your team?  To influence other decision makers?

75. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Leverage for Shaping Your Environment  What are the most powerful forces that shape and maintain your environment?  Rewards, promotions?  Visibility, role models?  Management actions?  Policy, procedure, regulations?  Which ones can you leverage?

76. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Personal Commitment  What commitment will you make to shape the environment to support coaching and development?  How will you put that commitment into action? Pg. 60

77. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Key Lessons: Shape the Environment  Use this to ingrain learning in how you do business.  What you do is powerful in shaping what others do.  Eliminate easy excuses: take complaints about barriers seriously.  Act on areas under your control.

78. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Lessons Learned and Next Steps  What have you learned today and what are you going to do about it?  Write down in your to-do list three steps or reminders for what you will do in the next 10 days.  Share at least one lesson and one of your next steps with the group. Pg. 61

79. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 The more you crash, the more you learn... You have to make a choice. If you stay inside your comfort zone, you can make it. If you go outside, you fall. If you go on the edge, you win. Racing is a process of learning where that edge lies. — Steve Podborski, World Cup downhill skier —

80. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Thank You !

81. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05  Optional section on Seeking and Offering Feedback

82. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Discussing Feedback  Feedback is an exchange of information that helps people understand how others perceive them.  Effective feedback increases insight and enables people to make better choices about what they do.

83. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Principles of Feedback  Discovery, not delivery  Mutual understanding, not persuasion  Adaptive, not a formula  Process, not event

84. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Feedback ALERT: Guidelines for Seeking Feedback  Ask for feedback  Listen actively to what people say  Express thanks and reactions  Reflect on what you’ve heard  Take action where needed

85. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Feedback ALERT  Ask for feedback  Explain what you want and why  Seek feedback regularly  Listen actively to what people say  Explore and accept their point of view  Understand the impact on them  Don’t argue, explain, or defend

86. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Feedback ALERT  Express thanks and reactions  Thank them for their time and effort  Disclose reactions and thoughts  Reflect on what you’ve heard  Thoughts, feelings, and actions  Take action where needed  Identify where and when to begin

87. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Feedback Debrief  Did you explore their position first?  Did you use active listening skills?  Did you explain your view using the whole message?  Did your stated goal match your behavior?

88. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Conventional Wisdom  Half-truth: Feedback should be immediate.  Real Truth: Feedback should be given when people can best hear it and use it.

89. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Conventional Wisdom  Half-truth: Feedback should be specific and behavioral.  Real Truth: Feedback should be relevant to people’s goals.

90. Copyright © 2005, Personnel Decisions International Corporation. All Rights Reserved. Nov-05 Conventional Wisdom  Half-truth: Feedback should be 80 percent positive.  Real Truth: Feedback should be genuine and focus on what is most important in the situation.