Managing vs. AND Coaching: Creating a Culture of Feedback min OT … · CREATING A CULTURE OF...

Managing vs. AND Coaching:

Creating a Culture of Feedback

Presenter: Lisa Case

Mindfulness Break #1

Mindfulness Definition:

Present Moment Awareness

1) Write down: Reason I am in this session (12 words or less)

POWER OF NEUTRAL –PREPARING YOUR MIND

My Story

PURPOSE OF MANAGEMENT

To get people to accomplish desired goals and objectives

PURPOSE OF COACHING

To help someone become more

AWARE

And take

OWNERSHIP

For what they have the ability to control…

Mostly, their

MIND

“A leader is a person who must take special responsibility for what’s going on inside him or

herself, inside his or her consciousness, less the act of leadership create more harm than good” Parker Palmer

MANAGING (Directive)

COACHING (Collaborative)

•Minimum Expectations•Company & Personal Performance Goals•Narrowly focused•Clear Expectations and Consistent Follow Through•May require consequences, corrective action, immediate needs improvement

•Growth Opportunities•Personal/Self-Directed Goals•Socratic Method•Allow for mistakes•Focus on Wholeness•Discuss Coach and Client Parallels and commitments•Longer term approach –a journey

vs.

Managing + Coaching = Leading

MANAGINGMinimum Expectations

Mindfulness Break #2

Mindfulness Definition: Present Moment Awareness

WRITE DOWN A PERSON’S NAME THAT YOU COACH OR MANAGE (OR BOTH)

WHAT DO YOU DO INTENTIONALLY TO KNOW WHICH HAT YOU ARE WEARING (COACH OR MANAGER)

HOW DO YOU PREPARE YOUR MIND TO START THE CONVERSATION FROM A PLACE OF NEUTRAL?

Coaching Creates Alignment

Coaching & Managingare CONTACT Sports

“Managers who receive feedback and engage in ongoing follow-up with co-workers will almost always achieve positive, change in behavior and be seen as more effective leaders by their key stakeholders.”

Leadership Is A Contact Sport by Marshall goldsmith and Howard Morgan

�Management Conversation–Alignment with Company Goals and Expectations

◦ Consistent among direct reports

◦ How do you ensure clarity?

◦ How do you follow up?

CONSISTENCY & FOLLOW UP

� Coaching Conversation

◦ Coaching Agreement - Set up a 6 to 9 month schedule and employee will define individual goals

◦What can you do to follow up between sessions?

◦What are your goals for yourself as a coach

CONSISTENCY & FOLLOW UP

LISTEN FOR PATTERNS IN BEHAVIORS AND BELIEFS

� What do YOU believe as their coach or manager?

� What do THEY believe about themselves in this relationship?

� Uncover and understand the conversations they are having with themselves

LISTEN FOR PATTERNS IN BEHAVIORS AND BELIEFS

� What is in their Thought Closet?

◦ Do they have beliefs/thoughts that are equipping them for upcoming challenges?

◦ Are they Serving them Well?

LISTEN FOR PATTERNS IN BEHAVIORS AND BELIEFS

�Having Backbone & Heart

Mindfulness Break #3

Mindfulness Definition: Present Moment Awareness

Is it harder to have

backbone or heart?

DYNAMIC RELATIONSHIP

� Belief that you both have something to offer and gain (Parallel Process)

� Create a safe environment

� Coaching for wholeness

� Coaching is NOTTherapy

POWER IN ASKING QUESTIONS

CREATING

A

CULTURE

OF

FEEDBACK

#1) Establish a Safe Environment where employees can speak-up without fear of retribution

� Getting Comfortable with the Uncomfortable

CREATING A

CULTUREOF

FEEDBACK

#2) Hire the Right People

How do you hire people who have an aptitude to grow and change?

� Start in the interview

� Onboarding – creating time to adapt

� Set the expectation of feedback

� Provide continuous education

CREATING A

CULTUREOF

FEEDBACK

#3) Train your Managers to also be Coaches

There are many types of coaching training – but it has been found that it is less about theory and techniques and more about relationship. CREATING

A CULTURE

OF FEEDBACK

COACHING CORE COMPETENCIES

� Meeting ethical guidelines & professional standards (Understand your role)

� Establishing the coaching agreement� Establishing trust with the client� Coaching presence� Active Listening� Powerful Questioning� Direct Communication� Planning & Goal Setting� Managing Progress & Accountability

19,000 Business LEADERS were surveyed (June 2013)

Where do you spend the largest percentage of your time at work?

Managing day-to-day operations: 46.77%

Developing and coaching my people: 19.02%

Dealing with crises and major issues: 12.74%

Meetings and steering committee sessions: 11.17%

Setting the long-term direction and defining strategy: 10.3%

#4) Create opportunities to realign and support well-being

� Culture Council/Town Hall Meetings

� Coaching for Wholeness

� Wellness Programs

� Fitness Programs

� Financial Coaching

� Personal Book Clubs

� EAP (Employee Assistance Program)

CREATING A

CULTUREOF

FEEDBACK

#5) Create opportunities for your leaders to receive feedback outsideof their direct report

� External Coaching

� Trained Internal Coaches that aren’t direct Managers

� 360 Degree Feedback

� Small Groups – ex. Vistage

� OT Best Practices/Book Clubs

CREATING A

CULTUREOF

FEEDBACK

#6) Leaders/Owners/Executives have a mechanism to receive and process honest feedback

CREATING A

CULTUREOF

FEEDBACK

WHAT ARE YOU DOING WELL IN YOUR ORGANIZATION

AND

WHAT COULD YOU IMPROVE UPON TO DEVELOP THIS CULTURE OF

FEEDBACKCREATING

A CULTURE

OF FEEDBACK

WRAP - UP“The leader of the PAST was a person who

knew how to tell.

The leader of the FUTURE will be a person who knows how to ask.”

Professor Peter Drucker

CREATING A

CULTUREOF

FEEDBACK

Q & A

Schedule a Speaker appointment at the Registration Desk (Scheduling Binder)

Meetings are held in the Summit Ballroom.

FRIDAY 10:00 to 10:45 a.m.

Or

Friday Lunch Table

CONTACT ME:

Case Consulting and Coaching

Lisa K. Case, SPHR

lisacasesphr@hotmail.com

303.550.7221