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Coaching Mastery > Kato > Flashcards

Kato Flashcards

1
Q

List the 3 elements that sit within the “Clear” side of the Success Triangle

A

Process, Expectations, Goals

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2
Q

List the 4 elements that sit within the “Capable” side of the Success Triangle

A

Talent, Time, Tools, Skills

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3
Q

List the 2 elements that sit within the “motivated” side of the Success Triangle.

A

Individual Motivators, Situational Motivators

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4
Q

What is the equation which sits at the heart of the Success Triangle?

A

E2U=Success

Executional Excellence x Urgency = Success

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5
Q

Explain executional excellence x urgency = results

A

Doing the right activities at the right frequency and doing them to the highest levels of quality.

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6
Q

List each of the steps of the Physician’s Model and the element which underpins the entire process

A

Symptoms, Diagnosis, Treatment, Follow Up, Bedside Manner

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7
Q

At which stage of the Physician’s Model would you make use of the Success Triangle?

A

Diagnosis

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8
Q

At Which stage of the Physician’s Model would you make use of the Performance Grid

A

Symptoms

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9
Q

At which stage of the Physician’s Model would you introduce coaching?

A

Treatment

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10
Q

Which elements of the 10 step leadership model sit at the centre?

A

Relationship Techniques & Motivation

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11
Q

List all 10 steps of the Leadership Model

A

Vision, Goals, Plans, Resource Management, Actions, Results Tracking, Follow-Up & Feedback, Coaching, Relationship Techniques, Motivation.

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12
Q

List the 4 outside quadrants of the 10 step leadership model

A

Focusing, Preparing, Executing, Improving

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13
Q

Explain how the human condition “You Are an Agent of Change” can be related to coaching.

A

As a leader your role is to achieve positive behaviour change. By observing, providing feedback, coaching any skills gaps and repeating the chances of positive behaviour change are greatly increased.

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14
Q

Explain how the human condition “Structure Liberates” can be related to coaching.

A

The structure of skills coaching and the processes provided help prepare and liberate you so you can focus on the feedback and skill you are building, not determining the best way to deliver the feedback or skill building.

You may also find that providing a clear structure to follow when setting expectations and articulating the desired skill helps your team member with the clarity of the process and also to understand where there is freedom and where there is a framework you expect.

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15
Q

Explain how the human condition “The Rubber-Band Principle” can be related to coaching.

A

Unless skills’ coaching is regular completed consistently and reinforced the new skills/behaviours will snap back, just like a rubber band or regress to baseline.

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16
Q

Explain how the human condition “The Time Management Law” can be related to coaching.

A

You, as the coach, won’t free up your time to coach so you need to plan it in your daily and weekly plan. You should avoid booking coaching/observations on the fly. Treatment – Time locking and weekly/daily plans.

You may also find that your coachee will not free themselves up to make the behaviour change if they didn’t want to in the first place. You will need to inspect what you expect on their commitment to the behaviour change. Treatment – 48 Hour Rule, Follow-Up and weekly/daily plans.

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17
Q

Explain how the human condition “The Adulthood Problem” can be related to coaching.

A

A coach/leader may feel that conditions are not “prime” for coaching (high work load, lack of resource etc.) so will put off starting to coach until conditions improve. However these issues will often be a “given reality” which will never go away and the leader must accept them and overcome them.

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18
Q

Explain how the human condition “The Uncomfortable Behaviours Principle” can be related to coaching.

A

Coaching for many (both Coach and Coachee) can be an uncomfortable behaviour. However quality skills coaching is proven to be beneficial and will produce increased revenue and service improvements. Leaders must manage their own uncomfortable behaviours and those of their people.

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19
Q

Explain how the human condition “get the behaviour change first and the attitude change will follow” can be related to coaching.

A

Where coaching has not been the norm people may initially be hostile to any sort of coaching. It is important that behaviour change is not held hostage to people’s attitudes. It is likely that the positive attitude change will start to occur when the new behaviour is implemented and people discover that its not as bad (and possible a lot better) than they had thought and that it produces better outcomes

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20
Q

Explain how the human condition “Management must be proactive” can be related to coaching.

A

It is management malpractice for a leader to wait on their people asking for coaching. They must be proactive and look for coaching opportunities.

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21
Q

On the performance grid what is measured on the Y axis (vertical)?

A

Results

22
Q

On the Performance Grid what is measured on the X axis (horizontal)?

A

Activities/Behaviours

23
Q

Describe each box on the Performance Grid

A

A – Doing what is expected and producing the desired results.
B – Doing what is expected and not producing the desired results.
C – Not doing what is expected and not producing the desired results.
D – Not doing what is expected but producing the desired results.

24
Q

What actions can/should you take with people in Box A of the Performance Grid?

A

Positive Reinforcement (REDR)
Discover and cross-pollinate proven best practice
Consider using employee as SME/Expert Role Model for Skills Coaching
Agree stretch actions

25
Q

What actions can/should you take with people in Box D of the Performance Grid?

A

Find out if what they are doing is best practice or a behaviour you do not want repeated.
Positive Reinforcement (REDR) for desirable behaviours.
Discover why not doing what is expected.
Re-clarify expectations.
Apply or pre-position consequences.

26
Q

What is the purpose of coaching?

A

To develop solutions which improve capability, confidence and/or performance. Coaching should result in a skill or behaviour improvement that lifts results.

27
Q

Which area of the success triangle is Coaching primarily directed at?

A

Capability (although it may also link to the other areas)

28
Q

A coach should aim to hit a ‘sweet spot’ between N______ & P____ and O_________ & S____

A

Numbers & Plans

Observations & Skills

29
Q

A coach should aim to hit a ‘sweet spot’ between C____________ C_______ and M________ & A_____

A

Collaborative Coaching

Motivation & Advice

30
Q

Why is it important to keep written records (coach’s log) of coaching?

A

They help to make you memory independent and support effective follow up and feedback. They also build engagement and receptivity by providing continuity in coaching conversations and the ability to ‘reference the past to go to the future’

31
Q

What is the benefit of coaching high performers?

A

You will learn best practice that you can share with others.
They are also the people most likely to be able to make the biggest improvements with the least amount of time and effort.

32
Q

How should the LCHF relationship technique principle be applied in your coaching

A

Show your people that you LOVE what you do by being eager to coach, discover best practices and share helpful advice.
Show that you CARE for your people by being supportive and taking the time to coach them.
HELP your people to do better by being honest and sharing good advice with them, even if it’s not what they want to hear.
Have FUN coaching. Continually look for ways to make your coaching sessions enjoyable and engaging.

33
Q

Explain the concept of tactful honesty

A

Unless people are given honest feedback, there is no way they can improve their skills and do better. A key word is ‘tactful’. This doesn’t mean you reduce the honesty of your feedback, or minimise its significance. Tactful honesty is keeping the discussion focused on skills, behaviours and results, not people and personalities. You are providing feedback on what was done, not the person.

34
Q

What are the 3 steps of the Coach Skills Loop?

A

Observations, Observational Feedback, Skill Build

35
Q

There are 4 key outputs of effective, frequent Skills Coaching, what are they?

A

Lifts Skills, Builds Confidence, Improve Motivation, Produce Better Results.

36
Q

What is the importance of Observations?

A

It is the only way you will know exactly what is going on, coaching without observations is very difficult.

37
Q

What are the two types of skills which can be observed?

A

Behavioural and Intellectual

38
Q

Give an example of 3 behavioural Skills

A

Presenting at Board, MOP meetings, Customer Call backs, Vision Communication.

39
Q

Give an example of 3 Intellectual Skills

A

T-Bar, 90 Day plan, Meeting Agenda, Performance Goals, Board Papers, Budgets

40
Q

What are the three types of Observations that you can complete?

A

Full-Focussed (observe the full process)
Partial-Focussed (observe part of the process)
Scanning (unscheduled observation as you are walking around)

41
Q

What is the benefit of using a Prompt Sheet or Standard Operating Procedure when completing Observations?

A

Allows you to be memory independent and can provide more consistent, high quality feedback.

42
Q

What are the things you look for when observing?

A

Best Practice, Sins of Omission, Sins of Commission, Style

43
Q

What is a Sin of Omission?

A

Something that was left out that should have been included

44
Q

What is a Sin of Commission?

A

Something said or done that was wrong

45
Q

Always provide t________ a_______, h_____ and g_______ feedback

A

tactfully accurate, honest, granular.

46
Q

Observations without feedback are w_______

A

worthless

47
Q

What are the 4 steps of observational feedback?

A

1) Obtain the Staff Member’s perception starting with the positives and then what they would like to improve
2) Provide your perception again starting with the positive and then what behaviours need improving
3) Reach consensus on feedback and skill-building needs
4) Reach consensus on how to improve the Staff Member’s skills

48
Q

Why is it important to gain the Staff Members perception first?

A

Gives you an idea of their mindset in relation to the coaching you will provide, may also raise things you had overlooked.

49
Q

What are the 4 steps of Skill-Building?

A

1) Coach/Role-model articulates and or provides demonstration of the desired skill.
2) The staff member demonstrates the skill.
3) Provide Observational feedback by following the fours steps of observational feedback.
4) Repeat steps 1, 2 & 3 until satisfied.

50
Q

What negative impact will the successive approximation gap have relating to coaching

A

When actions are accepted at lower levels of frequency or quality at more senior levels they will progressively deteriorate throughout the whole business.

Coaching Mastery (1 decks)

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