VIEWS: 161 PAGES: 47 POSTED ON: 5/4/2010
Tony Dovale - LifeMasters The stone is the wrong shape Did you choose people for managerial roles because they were the type of people who could get their fulfillment and satisfaction out of helping other people shine rather than having the ego-need to shine themselves? (No!) Did you select them because they had a prior history of being able to give a critique to someone in such a way that the other person says: “Wow, that was really helpful, I’m glad you helped me see all that.” (No!) Do you reward these people for how well their group has done, or do you reward them for their own personal accomplishments in generating business and serving clients? (Both, with an emphasis on their personal numbers!) You’ve chosen people who don’t want to do the job, who haven’t demonstrated any prior aptitude for the job, and, you are rewarding them for things other than doing the job? Why Employees Don’t Do What They are Supposed to Do Don’t know: – Why/how Rewarded for not doing Punished for doing They think… No consequence for not doing – Your way won’t work Obstacles beyond their – Their way is better control – real/perceived – Something else more important – They’re already doing it What do you really know of their Don’t feel like it: personal lives? – Energy/Attitude Why People Under Perform? Home/Relationship Issues Stress/ Burnt-Out Competence/Skill Fear, Anger, Engagement Quality of Life Choice Learned Helplessness Context They lack the environment in which to thrive. And that is probably your FAULT! Performance = Ability x (Engagement + inspiration) Neg Attitude x Workplace Drag The Wagon Pushers Pushers are critical. They have hands-on reality & know the thumps & bumps of the journey. But the view at the back is different than the view at the front . Inspiring & engaging these people to make improvements is difficult when all that seems to happen is that they are told to push. They need to be involved & engaged. Limited vision of the journey & the future View of Boards & Hands - not very engaging vision of the future Very little long-term motivation to push hard Required to work together as a team May not be co-ordinating efforts Not much fun - career options appear limited Issue of TRUST in leadership - "What are they doing up there? Is he pulling forward?" Puller may wonder: "Are they pushing or pulling" They feel the Thump… Thump of the journey forward: It has always worked that way There may be some better way to accomplish all this They need perspective and distance How you feel about your Work? A - “I love this work" B - “I can tolerate it" C - “what I do is junk” Now tell me how you feel about your clients A - "I really like these people. I enjoy serving them." B - "I can tolerate them. I'm responsible and I give good service, but there is no real difference between today's client and tomorrow's client.“ C - "They are idiots who work in a boring industry." Give to Get David Maister’s Research clearly shows that if you can raise team satisfaction in your firm by 10-15% you could see 42% more net profit. So, are you improving & measuring Personal & Team satisfaction yet? It is management’s job to… make people want to learn things by managing their “why” - helping them understand why this is important, why it is exciting & fulfilling, why people should sacrifice their time & attention to get involved. Coaching? A sustained learning strategy to help people enhance their skills...change their perspectives...behave differently... achieve their goals. What? The process of providing continuous and intentional help/support to employees. How? By analyzing and feeding back their performance and other job behaviors/beliefs. Why? For the purpose of increasing their job effectiveness. Coaching for Change Energy: Does the person have the energy, awareness, consciousness and focus? Systems: Does the company actually monitor, encourage, and reward this (new) behavior? Attitude: Do people want to do this? Do they buy in to its importance? Knowledge: Do they know how to do it? Skills: Are they any good at implementing and executing what they know? Value of Coaching 92% increase to bottom line 99% delivers tangible benefits to the organisation & individual 96% effective way to promote learning 93% key mechanism to transfer learning from training courses (CIPD research 2004) 689% ROI at Booz Allen Coaching produced a 529% return on investment and significant intangible benefits to the business. Fortune 500 company 58% better management skills 53% increased job motivation (AC research 2004) Executive coaching delivers a ROI of nearly 6 times the initial cost of coaching Survey of 100 senior executives from Fortune 1000 co’s by Manchester Consulting, July’04 Benefits to Providing Coaching Area Measured Improvement Productivity 53% Quality 48% Organizational strength 48% Customer service 39% Reducing customer 34% complaints Retaining executives 32% Cost reductions 23% Overall profitability 22% Benefits to Leaders Receiving Coaching Area Measured Improvement Working relationships with 77% direct reports Working relationships with 71% supervisors Improved teamwork 67% Better working relationships 63% with peers Job satisfaction 61% Conflict reduction 52% Increased organizational 44% commitment Better working relationships 37% with clients/customers Blanchard Leadership Model High Supporting Coaching Delegating Directing Low Low High Directive Behavior Lore’s 7-Point Coachability Scale When Coaching, balance… “Head & Heart” Employee Organization Foundational Principles 1. Maintain & Enhance Self-Esteem 2. Listen & Respond With Empathy 3. Ask for Help & Encourage Involvement 4. Share Thoughts, Feelings & Rationale 5. Provide Support Without Removing Responsibility 6. Promote correct action 7. Encourage participation & growth Managing is a skill, and (as it transpires) has nothing to do with rationality, logic, IQ, or intelligence. Whether you can manage is a simple question of whether or not you can influence individuals or organizations to accomplish something. It’s about influencing people, singly, in groups, or in hordes. If you want people to listen to you, make sure you have listened to them first Pyramid of Interaction increasing complexity Inspire Power Coach Engage Motivate Persuade Supervise Teach Pressure Force Coaching Skills Behaviour Focus Observation Solutions Counsel Agreements Conditions Follow through Criteria Adjustment +Response Follow-up Explore Improvement Encourage Accountable Giving Feedback Professional Start with Purpose positive Listening vs talking “I” vs “you” Performance, not Factual personality Strategize Support Goal setting Privacy focus Encouraging Action focus Resolution The Core Premises of Coaching The client holds his/her own answers The coach is a partner in the process Staying with the inquiry uncovers multiple, new avenues for response and action Staying in possibility encourages learning The effects of change are contagious Sustained engagement supports & continues change 100% Exceptional Evaluate Coach Reward Engage Involve Expected Select Minimal Correct Direct Facilitate Unacceptable Educate 0% 100% 90% Staff Engagement 80% 70% 60% 50% Actively Disengaged 40% Not engaged Engaged 30% 20% 10% 0% Canada Chile Germany UK Singapore Japan France You cannot maximise Profits until you harness Passion Customer Engagement 35% 30% 25% 20% 15% 10% 5% 0% Fully Engaged Engaged Not Engaged Actively Disengaged Until you understand the client’s emotions that cause repurchase – and how to create them through your staff – you are in trouble 100% Actively Disengaged Not Engaged 90% Engaged 80% Fully Engaged 70% 60% 50% 40% 30% 20% 10% 0% Retail Bank Hopitality Loyaly CCRd Best Global Physically Present – emotionally absent Other Findings Q12 Profile Select for talent Focus on existing strengths Manager creates the bond / Enviro Employees stay for… – Relationships – Environment – Significance – Meaningful work Demotivation – Sent on training that’s of no interest. – Doing culture scans & not acting on feedback Inspiration is the oxygen of the Soul. The human Spirit yearns to inspire and be inspired Other Findings Emotions create engagement and set highest level goals Foster empowering feelings Work friend = less stress Best Work Friend = >54% engaged Define outcomes not process See “Follow this path”- Coffman “Leadership is about articulating visions, embodying values & creating the environment within which things can be accomplished” (Richards & Engle) Leadership is “the ability of an individual to influence, motivate, and enable others to contribute toward the effectiveness and success of the organization” (House et al) Coaching Model [Goals Setting] -Vision & Immediate Goals [Assessment] - Current Situation [Develop the Plan] – Strategies & underlying thinking [Implement the Plan] - Focus on intended results [Evaluate the Performance] – Analysis & Synthesis [Give Feedback] - After Action Review Repeat …………. Basic Coaching Process Build rapport & trust GROW model Person-centred Goals Commitment Action Will Reality Options Goal-setting & visualising Present state - - - - - - - - - - - - Desired state Strategies Actions Profit Prophet Bye Product Results $/Energy Results Relationship Equity Focus & Leading/Coaching/Manage/Measure Stretch Clarity Accountability, Quality Control, Expectations – CANI Attitude AQ+ Satisfaction & Commitment > Corporate DRAG /Energy Clarity, Resourceful, Engagement, Empowered/Grateful, Confidence & Control, Proactive Destiny, Staff Value Context Purpose, Calling Capabilities Balance Environmental Strategic Vision & Mission Competencies Rewards Culture, Tools Clarity, Buy in Commitment Compensation Trust, Truth Clarity Engagement & Benefits Politics, Policies Big Picture,Challenges Contribution Risk embrace Recognition Walk the Talk Leaks Staff State Areas Static, Thought Viruses, Fears, Focus “Leaks” – Inspiration, Engagement Foundation Core Energy Energetic/Consciousness, Beliefs, Values, Talents, AQ profile/Learned Helplessness Market Dynamics and Context Vision, Mission, Strategy & Org Competencies Team Excellence Individual Excellence Where Goals+ Assess EQ Develop Implement Evaluate & Process am I Vision AQ & XQ Plan Plan Reward Application Assess Coach Tools Coach Coach Coach Tools Enabling HR Support, Training and Facilitation – Manager 2 Coach Logical Levels of Results - Unaware Results Conscious + Reactive Actions Proactive Min impact and Use Skills Max Impact and Use Resourceful/Collaborate Victim/ Do it for me Abilities Support is OK Warmware They owe me Attitudes Watch me do it Unless the area I have no Ability, I am not worthy, I have Ability, I am worthy, below the line is I can’t do, It is not safe to do, I can do, It is safe to do, clear, all efforts to success is not achievable Beliefs success is achievable effectively enhance factors above this line on a long-term Re-Programming your are WASTED time, Restrictions “Learned Helplessness” Programming Personal Operating System money and effort! AQ - Adversity Intelligence & Resiliency ”Leaks” = Fear, Resentments, ”Energy” = Past & Future Anger, Loss Static Success enhance “Now” Focus Self Aware - Purpose Self-Manage – Energy - State Core Ladder Of Inference Observable data Choice of action Finally, people select an action based on their beliefs. People use the conclusions to adopt personal beliefs to use in the future. People draw conclusions from the assumptions and selected data People make assumptions using the added meaning. People use their personal and cultural beliefs to construct meaning for the data. People select the data they will use and ignore the rest. Observable data How to Coach Ask open ended questions such as: What might this mean? What might you be doing to create this result? Is it important to you to change these results? Are you willing to change these results? What specific actions will you do more or less of? What would be the best way forward? What else can you do now to change these results? By when will you do these actions? What support do you require to achieve the goals? Can I count on you to action our agreements? Effective Feedback Specific rather than general Focused on actual behavior Serves the needs of the receiver Directed at changeable behavior Solicited and non-judgmental Sharing information, not advice-giving Well-timed & appropriate amount Checked to ensure it’s understood Coaching delivers 4x the retention & application than training Leadership is… Vision = Ideas & Innovations, Values, Culture, Context Relationship = Enrollment, Inspiration & Commitment Task = Action, Attraction, Enrollment, Commitment & Accountability Vision Relationship Task Managers focus on: Leaders focus on: Systems and structure The “Mountain” Rely on plan/control The People Short-range view Inspiring & Trust How, When & who Long-Term View The bottom line What & Why Imitates Tapping Energy Accepts status quo Challenge Status quo Being “good” soldier Doing the right things Doing things right Facilitating Resources Resource Allocation Values Filter / culture Policies & Procedures Outcomes Facilitator Bottom Line Duty Management vs Coaching Mind Soul & Passion Instructions Inspiration Control Empower & Action Performance Potential Compensation Satisfaction Routine Attitude Expenses Accountability According to an American survey of Fortune 500 companies, businesses with female executives have a 20%-70% higher yield on net capital compared to other businesses in the same industry.Why? Leadership is not so much about technique and methods as it is about opening the heart. Leadership is about inspiration - of oneself and of others. - Lance Secretan Getting Blood from a Stone Create Right Context Create Trust Facilitate Engagement Build Inspiration Collaborate to create a combined – Destiny – Cause – Calling Create Coaches Everywhere A Final Thought The conventional definition of management is getting work done through people, but real management is developing people through work. - Agha Hasan Abedi – BCCI Tombstone Epitaph? He was a whore! He did tolerable stuff for tolerable people because they paid him a tolerable amount.
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