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Wellness Coaching > Coaching Skills For Managers > Flashcards

Coaching Skills For Managers Flashcards

1
Q

3 P’s of performance

A

Process
People
Practices

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2
Q

PROCESS

A

The method in which we define how we win

Provides construct for:

  • How to do the job
  • How to measure success

Elements:

  • Expectations,
  • Goals,
  • CoachingDevelopment
  • Standards, Progress
  • indicators, Recognition,
  • Performance Management
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3
Q

PEOPLE

A

The Resource to win

People are how we get the work done

Elements:

  • Skills
  • Mindset
  • Motivation
  • Alignment
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4
Q

PRACTICE

A

How we create and replicate the win

Elements

  • Coaching
  • Development
  • Training
  • Feedback
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5
Q

What defines an organizations purpose

A

Vision and Mission statement

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6
Q

Performance Funnel

A 
Mission, Vision, Purpose
Leader Expectations
KPI
Individual Goals
Activity Management
Results
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7
Q

Mission/Purpose

A

The reason a company/team exists, helps us understand why we are here

The mission doesn’t Change

What does the company/team do?

Why does the company/team exist?

What or who will go unserved, if the company/team did not exist?

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8
Q

Vision/Goal

A

Changes each year, helps the company achieve their purpose

Goal

Measurable

Says what company will accomplish this year

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9
Q

Over focus on Metrics

A

To much focus on metrics can lead to not managing performance

People can be successful at metrics, but poor employees

Need to hold people accountable for HOW they work as well as what they produce

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10
Q

Expectations

A

High-level, value-based, characteristics

Agreed upon practices, that everyone adheres to

Rules of engagement

Dont change

Non-negotiables

The team doesn’t argue about expectations

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11
Q

Leadership

A

Technical skills do not equal leadership

Leaders create a culture where work can be done

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12
Q

Difference between an Expectation and Goal

A

Goals can be specific to one person, Expectations are for everyone

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13
Q

The manual

A

LIst of rules we have for other people that we don’t communicate

Anything you use to judge other people that you don’t communicate to them

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14
Q

How to set expectations

A
  1. Be Clear About your expectations
  2. Create common team expectations
  3. Recognize behaviors that reinforce expectations
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15
Q

Standards

A

Rules, policies, and procedures that apply to everyone, informed by the organizational expectations

change with time, experience, circumstances

Specific to each organization

Specific and measurable

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16
Q

Problem with standards

A

Not a method for leading and coaching

leadership is not about applying a standard, by about holding people accountable for the expectation behind the standard, by helping to connect the dots between the standard and the expectation for the employee

We should manage by connecting people to the expectation

Managing to the rules and standards will create mindless rule-following

leading by expectations we help people understand the purpose behind what they do, and who we want to have as a team

17
Q

Leadership compass

A

Our emotions

Vital to have a good sense of how we feel

When we feel badly it influences how we manage people

Your emotions can let you know what direction you are pointing yourself and how you are working with people everyday

We need to turn in by asking:
- How do I feel?
- is this productive?
- How is that influencing those around me?
-
18
Q

How to identify the performance gap

A

Skillset gap

Does my employee not know what to do, but is willing to learn?

look for evidence that employee have achieved goal before, if no evidence it may be a skill set gap

MIndset

Does my employee know what to do, but doesn’t want to?

Evidence shows past performance but not now

Mindset + Skillset

Does my employee not know what to do, and have no interest in learning? -Skill and mindset Gap

Need to address, mindset first, because mindset blocks the ability to learn

19
Q

Feedback on a job well done

A
  1. Acknowledgment
  2. Specific behavior
  3. Bigger picture
  4. Reflection (How, Why)

Great Job!, I am impressed with your attention to detail,
this will really help us make a good impression on the client. How did you do it?… Why was that important to you?…

20
Q

Performance is not …

A

not an opinion, its measurable

21
Q

Feedback on poor performance

A
  1. FACTS (did or did they not meet the standard)
  2. Impact of performance (to employee/Team/Organization)
  3. Employee’s perspective
  4. Consequence (if/then)
  5. Schedule Follow-up
  6. Document
  7. Follow-up

You were supposed to contact 20 new clients a day, you contacted 10.

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