TEAM MANAGEMENT SERIES: COACHING INDIVIDUAL PERFORMANCE UCP
Central PA Supervisor Meeting November 20, 2014
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COACHING TRAINING OBJECTIVES: 1.Define coaching and identify
the benefits. 2.Recognize areas where coaching can help improve
individual performance. 3.Develop the techniques to successfully
coach employees. 4.Apply coaching techniques to everyday scenarios.
5.Homework assignment daily practice!
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WHAT IS COACHING? Conversation between a manager (coach) and
employee (coachee). Addresses unsatisfactory performance and sets
expectations. Focuses on helping employee discover answers for
themselves. Formal (scheduled) or Informal (unscheduled).
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WHAT ARE THE BENEFITS OF COACHING? For employees: improved
performance, develops skills and abilities, greater job
satisfaction, and addresses concerns before they become a problem.
For managers: improved communication, motivation, monitoring,
employee development and empowerment, builds your team.
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WHY DONT EMPLOYEES DO WHAT WE WANT THEM TO DO? Doesnt know how
to do it. Incapable of doing it. Thinks they are doing it already.
Not enough time. Working on wrong priority items. Poor management.
Personal issues. Obstacles beyond employees control. Doesnt want to
do it.
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WHERE CAN COACHING HELP? Examples: Skills needed to grow and
develop. Better self-management (i.e. stress, time). Better balance
between work life and home life. Improved relationship with
colleague or team. Improved interpersonal skills. Increased
understanding of role. Increased self-awareness. Decreased
self-limiting behaviors.
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GOLDEN RULES OF COACHING 1.Coaching is founded on
confidentiality and trust. 2.The solution to the employees issue
lies within the employee. 3.There's no fixed agenda, but have an
agreed goal for each session. 4.Coaching is about the whole person.
5.The manager and the employee are equal partners. 6.Coaching looks
to the future and next actions.
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KEY APPROACHES USED IN COACHING 1.Structured Questioning
Open-ended, not yes/no. 2.Active Listening Dont manage or direct.
3.Summarizing and Repeating Shows you are fully engaged. 4.Checking
in with the Coachee Follow-up is key! (PS: Dont forget to
document)
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THE GROW MODEL: A SIMPLE PROCESS FOR COACHING GROW stands for:
1.Goal - Establish the Goal 2.Reality (Current) - Examine the
Current Reality 3.Options (or Obstacles) - Explore the Options
4.Way Forward (or Will) - Establish the Next Steps
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THE GROW MODEL 1.Establish the Goal: SMART goal. (Specific,
Measurable, Attainable, Realistic, Time-bound) Useful to ask
questions such as: What do you want to achieve? What area/s do you
want to improve? What is important to you? Does this goal fit with
your overall career objective? Does it fit with the team's
objectives? Does the goal support the mission and values?
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THE GROW MODEL 2. Examine the Current Reality: Employee
describes current reality. Useful coaching questions in this step:
What is happening now (what, who, when, how often)? What is the
effect or result of this? What skills/knowledge/attributes do you
have? Have you already taken any steps towards your goal? What is
working well right now? What isnt working well right now? What is
required of you? What is an example?
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THE GROW MODEL 3. Explore the Options: Help employee
brainstorm. Guide, not direct. Typical questions that you can use
to explore options: What else could you do? What are your options?
What if this or that constraint were removed? Would that change
things? What are the advantages and disadvantages of each option?
What do you need to stop doing in order to achieve this goal? What
obstacles stand in your way? What else?
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THE GROW MODEL 4. Establish the Way Forward: Specific actions
to move towards the goal. Useful questions to ask here include: So,
what will you do now, and when? What steps will you take? What
could stop you moving forward? How will you overcome this? How can
you keep yourself motivated? How will you know you have been
successful? When should we review progress? Daily, weekly, monthly?
Set a date/s to review the progress. Foll0w-through! Allow for
change in approach if the original plan isn't working.
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COACHING WITH FEEDBACK HELPING PEOPLE TO IMPROVE THEIR
PERFORMANCE How to take a coaching approach while providing
feedback: 1.Know what outcome you want to achieve. 2.Be specific
about behaviors you have observed, and their impact. 3.Use
questions (GROW model). Careful, dont be this guy: 4.Be timely
(teachable moments). (PS: Dont forget to document)
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SCENARIO 1. Sarah is a homecare worker who is good with her
consumer but needs to greatly improve her administrative skills
such as accurate documentation and timely submission of work,
including time sheets. How can you coach Sarah in a positive way?
What questions would you prepare to ask her? What suggestions can
you develop with her to help her improve her skills? What is the
most important thing you can do to ensure she learns new
organizational skills and consistently uses them?
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SCENARIO 2. Ralph works in an Adult Day Program. He generally
works well with consumers but occasionally becomes very frustrated
when they will not participate or follows instructions as he thinks
they should. How can you positively coach Ralph so that he better
understands why consumers do not always listens and learns skills
to better handle his frustration? What questions would you prepare
to ask him? What tools or strategies can you suggest to help him?
What is the most important thing you can do to ensure that he stays
on track?
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SCENARIO 3. Todd is very dissatisfied with how things are done
at UCP. He has stated that many decisions made by management are
unfair and that other employees are getting away with things while
he is just trying to do his job. He also seems very unwilling to
mentor newer team members. What can you do to provide positive
coaching to Todd? What questions would you prepare to ask him?
While you cant control attitude, you can set parameters on
behavior. What parameters would you set with him? What is the most
important thing that you can do to ensure that he stays on
track?
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SCENARIO 4. Alicia has been with UCP for ten years and has been
an average worker, but at times it seems she is not really engaged.
She does not seem to be willing to learn new ways or be a part of
changing things or growing for the better. How can you positively
coach Alicia so that she feels her input matters? What questions
would you prepare to ask her? What goals can you set with her to
help her re-engage in our mission? What is the most important thing
you can do to help her remain engaged?
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SCENARIO 5. Debbie has had the reputation of being a downer but
lately her negative attitude has been much more evident. Although
she generally works well with her consumers, her team is
complaining they dont want to work with her. You notice she drags
the team down. What can you do to provide positive coaching to
Debbie? What questions would you prepare to ask her? While you cant
control attitude, you can set parameters for behavior. What
parameters would you set with her? What is the most important thing
that you can do to ensure that Debbie stays on track?
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THANK YOU FOR PARTICIPATING! Works Sited: Mind Tools: Team
Management.
http://www.mindtools.com/.http://www.mindtools.com/