Chart Your Course to Business SuccessOn Target Business Intensive: Session 9

Mar

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, 201

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• Session 1• 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

Implementation Steps

• 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

Implementation Steps (cont.)

3

• 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

Implementation Steps (cont.)

4

• Recap last week – Questions• Personal Communication Skills Inventory• Leadership – Developing a Coaching Culture in your company

Agenda for today

5

The Personal

Communication Styles Inventory

My personal communicat

ion styleMy personal

communication style

My personal communication

style

My personal communication style

MY PERSONAL Communication STYLE

My personal communication style

• 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.

Benefits of the PCSI

8

The DirectorThe DirectorLikes to be in controlLikes to be in control

QualitiesQualities• Results-Oriented• Leaders• Fast Paced• Visionary• Assertive, Outspoken• Risk Takers• In charge

When Coaching ThemWhen Coaching Them• Expect a fast pace• Start with the bottom line• Focus on results• Share new ideas• Encourage them to consider

people and results

The PresenterThe PresenterLoves to talk to anyone,Loves to talk to anyone,anytime, about anythinganytime, about anythingQualitiesQualities

• Animated, Energetic• Highly Creative• Loves Acknowledgement• Easily Bored• Over Promise, Under

Deliver (at times)

When Coaching ThemWhen 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

The MediatorThe MediatorPersonable individualPersonable individual everyone likes

QualitiesQualities• Experts, Knowledgeable• Extremely Helpful• Reserved

Communications• Patient• Thorough

When Coaching ThemWhen 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

The StrategistThe StrategistThorough, Painstaking,Thorough, Painstaking, Hardworking Tactician Hardworking TacticianQualitiesQualities

• 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 ThemWhen 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

Discovery Questions

The DirectorThe DirectorAsk questions about

the BIG PICTURE then

lead to SPECIFICS

The MediatorThe MediatorAsk questions about OTHERS

then lead to questions about YOU

The StrategistThe StrategistAsk questions about the

SPECIFICS then lead to the BIGGER PICTURE

The PresenterThe PresenterAsk questions about YOU then

lead to questions about OTHERS

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

Leadership – Developing as a leader

and a coach

15

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

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

Coaching Skills for ManagersTools for Creating a Coaching Culture in your Office

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

Why Leaders are Coaching…

“The #1 reason people quit their jobs is dissatisfaction with their supervisors, not their paychecks.” 1999, Spherion & Lou Harris Assoc.

“Employees who rated their bosses’ performance as POOR and said they were likely to look for a new job: ____” 1999, Spherion & Lou Harris Assoc.

“Employees who rated their bosses’ performance as EXCELLENT and said they were likely to look for a new job: _____” 1999, Spherion & Lou Harris Assoc

“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

S41

Creating the Coaching Environment

IntentionIntention

RelationshiRelationshipp WordsWords

TRUSTTRUST

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”

Coaching Skills

1. Contextual Listening®

2. Discovery Questioning®

3. Messaging

4. Acknowledging and Celebrating

Contextual Listening®

A method of listening beyond the words

To discern all there is to be heard and understood Coach ApproachCoach Approach•Listen for clues•Ask questions to draw out the context•Say what you heard to verify your understanding

The Listening Challenge

Are you really listening or are you just waiting for your turn to talk?

Coaching Tip

Our knowledge, experience and intention …

filter what we hear and influence what we say.

Discovery Questioning®

A systematic process of asking sharply focused questions

To help individuals discover for themselves Coach ApproachCoach 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

Coaching Tip

Deliver words, questions or statements using neutral language

S28 (3-10)

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

Messaging

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 ApproachCoach 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.

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)

Acknowledging and Celebrating

Focused feedback to acknowledge, celebrate or endorse positive contributions, learning and behaviors

To create an environment of being valued Coach ApproachCoach 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

Coaching Conversation Model®

CURRENT

REALITY

YOUR

GOAL

EstablishFocus

Step 1 Step 2

Plan theAction

Step 3

RemoveBarriers

Step 4

Recap

Step 5

DiscoverPossibilities

Coaching Through the Gap

Coaching SkillsCoaching 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.

The Coaching Conversation

1. Establish Focus

2. Discover Possibilities

3. Plan the Action

4. Remove Barriers

5. Recap

S7 (2-2)

Step 1 - Establish Focus

• For the meeting

• For the task

• For the gap

S8 (2-3)

Step 2 – Discover Possibilities

• Ask powerful questions• Quiet your mind• Listen non-judgmentally• Paraphrase• Draw out consequences• Share personal experiences

S9 (2-4)

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)

Step 4 – Remove Barriers

• Ask questions to explore resource needs

• Clarify actions needed to clear barriers

• Support by ensuring cooperation

S11 (2-6)

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)

Live Coaching • 2 Rounds (7 minutes each)

• 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)

The power of an idea is only in its

implementation…

• Review PCSI Material• Practice awareness and using your communication style• Try using coaching conversations using the 5 step model

Implementation Steps

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