Coaching Skills For Managers Flashcards
3 P’s of performance
Process
People
Practices
PROCESS
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
PEOPLE
The Resource to win
People are how we get the work done
Elements:
- Skills
- Mindset
- Motivation
- Alignment
PRACTICE
How we create and replicate the win
Elements
- Coaching
- Development
- Training
- Feedback
What defines an organizations purpose
Vision and Mission statement
Performance Funnel
Mission, Vision, Purpose Leader Expectations KPI Individual Goals Activity Management Results
Mission/Purpose
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?
Vision/Goal
Changes each year, helps the company achieve their purpose
Goal
Measurable
Says what company will accomplish this year
Over focus on Metrics
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
Expectations
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
Leadership
Technical skills do not equal leadership
Leaders create a culture where work can be done
Difference between an Expectation and Goal
Goals can be specific to one person, Expectations are for everyone
The manual
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
How to set expectations
- Be Clear About your expectations
- Create common team expectations
- Recognize behaviors that reinforce expectations
Standards
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
Problem with standards
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
Leadership compass
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? -
How to identify the performance gap
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
Feedback on a job well done
- Acknowledgment
- Specific behavior
- Bigger picture
- 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?…
Performance is not …
not an opinion, its measurable
Feedback on poor performance
- FACTS (did or did they not meet the standard)
- Impact of performance (to employee/Team/Organization)
- Employee’s perspective
- Consequence (if/then)
- Schedule Follow-up
- Document
- Follow-up
You were supposed to contact 20 new clients a day, you contacted 10.
