Transcript Conducting A Coaching Discussion: The COACH Approach&#174

Creating Executive Value
for You
Financial Executives International
December 2004
Learning Objectives
By the end of our working session, you will:
• Know the elements of Creating Executive
Value;
• Learn and apply a framework for a coaching
discussion—the COACH Approach;
• Request Feedforward to accelerate your
development;
• Be well on your way to creating more value
for yourself, your team and your company;
What Do Effective Executives Do?
What Do They Do?
Characteristics of
Best Executives
Characteristics of
Worst Executives
What Should Effective Executives
Do?
Does It Really Matter How
Executives Get Results?
Top non-financial measures from E&Y’s Center for
Business Innovation that matter most in investors
decisions:
1. Execution of corporate strategy
2. Quality of strategy
3. Ability to innovate
4. Ability to attract talented people
What % of Your Employees are
Fully Engaged, Fully Contributing?
Building A High Performance Culture
The direct manager heavily influences employees’ discretionary effort.
Employee Commitment
Indicators
1. Satisfaction with job and
company
2. Proud to work at company
3. Would recommend their
company to friends
4. Would remain at the company
even if offered a comparable
job elsewhere
– Source: WatsonWyatt, “Work USA2000”
Factors Encouraging
Discretionary Effort
1. Having responsibility
for one’s work
2. Having a sense of
worth in the job
3. Getting the
opportunity to make
good use of skills
4. Developing skill
and abilities
5. Recognition for
own contributions
52%
42%
40%
40%
40%
– Source: Lawler and Porter research.
Creating The Employee
Value Proposition
A great manager will make or break the “deal”.
Great Manager is Most Important
Bad Managers Drag the Company
80,000 executives surveyed over 40 years:
Of 4000 executives who have worked for an
under performer:
• Most important attribute when
considering an employment decision:
Quality of the Manager.
• The critical player in building a strong
workplace: the Manager.
• Top four reasons for intention to leave
directly related to: the Manager.
• People leave managers,
not companies.
–Sources: Corporate Leadership Council and
“First Break All The Rules”
• Percentage who believe they
were prevented from learning:
• Percentage who were hurt from
a career development standpoint:
• Percentage who were prevented
from making a larger contribution
to the bottom line:
• Percentage who said “made me
want to leave the company”:
– Source: McKinsey “War for Talent 2000”
76%
81%
82%
82%
Creating Executive Value
Leaders Create the Climate for Success
Emotional
Competencies
Leadership
Styles
Organizational
Climate
50-70% of variance in
Organizational Climate
can be explained by
differences in Leadership
Styles
Results
28% of variance in
Financial Results
(profits and revenue)
can be
explained by
differences
in Organizational
Climate
Emotional Intelligence Defined
“The capacity for
recognizing our own feelings
and those of others, for motivating
ourselves, for managing emotions
well in ourselves and in our
relationships.”
Daniel Goleman
Why Emotional
Intelligence Matters
● Necessary for breakthrough performance
● A better predictor of success in executive and
management roles than experience, academic
training or IQ
● Accounts for 75-96% of success at executive
and managerial levels
● Necessary at both individual and team levels
The Emotional
Competency Framework
SelfAwareness
• Emotional
Self-Awareness
• Accurate
Self-Assessment
• Self-Confidence
SelfManagement
•
•
•
•
•
Emotional Self-Control
Transparency
Optimism
Adaptability
Achievement
Orientation
• Initiative
Social
Awareness
• Empathy
• Organizational
Awareness
• Service Orientation
Relationship
Management
• Developing Others
• Inspirational
Leadership
• Influence
• Change Catalyst
• Conflict Management
• Teamwork &
Collaboration
Leadership Styles
Leadership styles are
not a function of personality but
of strategic choice, best selected for
the particular situation.
Six Leadership Styles
• Directive
• Pacesetting
• Visionary
• Affiliative
• Participative
• Coaching
Inventory of Leadership Styles
80%
51%
86%
25%
70%
100
90
90
80
80
60
50
Backup
Percentile Shown
70
40
40%
40%
25%
10%
Coercive
Authoritative
Affiliative
Democratic
Pacesetting
Coaching
60
50
40
30
30
20
20
10
10
0
80%
70
Percentile Shown
Dominant
100
68%
Backup
31%
Styles Your Raters Experience
Dominant
Styles You Intend
0
Coercive
Authoritative
Affiliative
Democratic
Pacesetting
Coaching
Assess Your Leadership Style
Tendencies
Identify the percent of time you spend in
each leadership style:
Leadership Styles
Current % of Time Spent
Directive:
_____ %
Visionary:
_____ %
Affiliative:
_____ %
Participative:
_____ %
Pacesetting:
_____ %
Coaching:
_____ %
Organizational Climate
Organizational climate is the
perception of individual team members
of the six key characteristics that impact
how well they do their jobs.
Six Dimensions of
Organizational Climate
• Flexibility
• Responsibility
• Standards
• Rewards
• Clarity
• Team Commitment
Organizational Climate Comparison
Assess The Working Climate
Gaps
What do you believe are the dimensions of
working climate with the largest gaps for your
direct reports? What actions will you take?
Dimensions of Climate
Gaps
Flexibility:
_____ %
Responsibility:
_____ %
Standards:
_____ %
Rewards:
_____ %
Clarity:
_____ %
Team Commitment:
_____ %
The Impact of Styles on Climate
Scale of 1-6 with 6 being least effective style and 1 most effective style for the particular driver of climate
Directive Visionary Affiliative Participative Pacesetting Coaching
Flexibility
6
1
3
2
5
4
Responsibility
6
2
3
1
4
5
Standards
5
2
3
4
6
1
Rewards
5
1
2
4
6
3
Clarity
5
1
3
4
6
2
Team
Commitment
5
1
2
4
6
3
Project Your Desired Leadership
Styles For The Future
Identify the percent of time you plan to spend
using each style going forward:
Leadership Styles
Ideal % of Time Spent
Directive:
_____ %
Visionary:
_____ %
Affiliative:
_____ %
Participative:
_____ %
Pacesetting:
_____ %
Coaching:
_____ %
Principles in Creating Executive Value

Be the role model for your company by assessing
and developing your Emotional Intelligence, using
the right Leadership Style for the right situation—
particularly the Visionary and Coaching styles-and creating an engaging Working Climate;

Monitor the performance and interactions of your
Top Team;

Enlist “development advisors” to assist you in
achieving desired behavioral changes;
The Antidote to Executive Blind Spots:
1.
2.
3.
4.
Emotional Competence Inventory
Inventory of Leadership Styles
Organizational Climate Survey
Top Team Check
Developing a Coaching Style of
Leadership
Conducting A Coaching Discussion:
®
The COACH Approach
Current State:
Coaching for Impact
Where are you
at today?
COMPELLING
GOAL
Establish goal(s) for
coaching process
• What specific
outcomes do you
want to happen as a
result of the
coaching process?
• What would success
look like?
Establish goal for
the meeting
• What do you want to
accomplish today?
• What should we
focus on?
Ideal State:
Where do you
want to be?
OPTIONS
Explore options to
reach goal
• What are your
alternatives to
achieve your goal?
• What should you
consider in
evaluating each
option? Positives?
Risks? Outcomes?
Gain insight and
self-awareness
through reflection
• What have you or
others already tried?
• What do you know
about yourself?
• How do you feel?
ACTION
CHALLENGES
Identify appropriate
actions
• What specifically
needs to happen?
• What are the most
critical actions to
take?
• How will each action
contribute to
achieving your
goal?
Identify potential or
real challenges to
action plan
• What prevents you
from completing your
action plan and
achieving your goal?
• Which one of these
needs to be
addressed?
Establish a plan
• What specific steps
are you committing
to take action on?
• What are realistic
deadlines?
• What resources and
support do you
need?
Develop/revise plan
to address or remove
challenges
• What actions need to
occur to address these
critical barriers?
• What resources or
support do you need?
• What do you plan to
do?
HIGHLIGHTS
& RECAP
Highlight learnings
• What did you learn
today?
• What do you want to
continue to explore?
Recap commitments
to action
• What will you complete
by our next meeting?
• How realistic are your
target dates?
• How do these actions
stack up in your
priorities?
Schedule next meeting
Four Cornerstone
Coaching Skills
1. “Double-Click”
Listening
4. Confronting
With Care
2. Focused
Questioning
3. Inspiring
Insights
1. “Double-Click”
Listening
Listening beyond what is said to gain a full understanding
of the Message, the Context, and the Motivation
MESSAGE:
CONTEXT:
MOTIVATION:
• Listen to words and meaning
• Facts and content
• “This is the situation …”
• Listen for backdrop and perspective
• Personal background and history
• “Based on past experience, I view …”
• Listen for reasons and drivers
• Values, aspirations and desires
• “This is important to me because …”
1. “Double-Click”
Listening
Process:
1. Develop a focused, safe environment
2. Listen to what is said, not said and non-verbals
3. Identify key word(s) that are most important to person
4. Take key word and repeat in form of a question
- “Change” -- “What about change is so important to you?”
5. Continue to double-click
6. Paraphrase or restate to confirm understanding
(Source: The Coaching Revolution: How Visionary Managers Are Using
Coaching to Empower People and Unlock Their Full Potential)
2. Focused Questioning
Asking questions that promote greater awareness,
discovery, and reflection, and allow for expanded
thinking in a given situation
• Focus is on the other person exploring and discovering
• Use relevant questions that continue the flow of thought
• Be careful not to get preoccupied with what to ask next
• Focus on bringing out the “ah-ha’s”
• Use a variety types of questions
Types of Questions
ANALYZE
EXPLORE
•
•
•
•
What would success look like?
What is missing?
What are all the possibilities?
What are the greatest challenges?
•
•
•
•
What do these facts reveal?
What do you think is the cause?
How do you interpret the results?
What are the greatest challenges?
SUPPORT
REFLECT
• How do you feel about the
situation?
• What is important to you?
• What do you like or dislike?
• What do you need to succeed?
• How can I support you?
• What specific resources would
enable you to meet your goal?
LEAD TO ACTION
• What steps are necessary to
move forward?
• What action will you take?
• What is holding you back?
3. Inspiring Insights
Bring to light new perspectives and thoughts that energize,
ignite new thinking and promote growth and change
• Be quick to listen and slow to speak
• Ask for permission to offer an insight (if appropriate)
“May I provide you with some observations?”
• Be brief, focused and to the point
• Remember the goal is to ignite
• Use alternative types of resources in providing insights
3. Inspiring Insights
• Observations:
Share what you see (or don’t see) in a situation
• Alternatives:
Provide various ways of interpreting or approaching a
situation
• New Ideas:
Explain a new concept or way of thinking that relates to
the situation
• Recommendations:
Offer a recommendation on how to address or approach
a situation
4. Confronting With Care
Respectfully challenging what is
stated or held to be true in order to
be stretched beyond current
thinking, perspective or actions
4. Confronting With Care
Calling into
question
“Are you
sure?”
Taking a different
position
Making a strong
stand
“I want to challenge
your thinking.”
“I disagree
with you.”
GOAL: Helping other person explore, not to prove
Two Great Coaching Questions:
What is the most extraordinary thing you’ve done
this week?
What is the most extraordinary thing you plan to do
next week?
Feedforward
Feedforward
Focusing on the Promise of the Future, Not the
Mistakes of the Past
 Focus of feedforward is to give someone suggestions
and help for the future;
 Feedback requires knowing about the person.
Feedforward just requires having good ideas for
achieving the task;
 Feedforward can improve the quality of communication
as it is not as threatening as feedback may be;
Feedforward
Top Reasons for Feedforward:
1.
We can change the future—can’t change the past;
2.
Can be more productive to help people be right than to prove they were
wrong;
3.
Feedforward can come from anyone who knows about the task. It does not
require personal experience with the individual;
4.
People do not take feedforward as personally as feedback;
5.
Feedback can reinforce personal stereotyping and negative self-fulfilling
prophecies. Feedforward can reinforce the possibility of change;
6.
Feedforward can cover almost all of the same material as feedback;
7.
Feedforward tends to be much faster and more efficient than feedback;
Wheel of Life
On a scale of 1-10 (low to high) to what extent would you rate your complete
satisfaction with each critical “spoke” on life’s wheel?
The One-on-One Process
1. Pick one of two behaviors (or areas of your life) you would like
to change. This behavior should make a significant, positive
difference in your performance. Think “How can I be the best
team leader possible in order to help my organization be its best
in the future?”
2. Pair off with as many of your colleagues as possible for a quick
(four to five minute) discussion. Share the behavior you would
like to change and ask for feedforward.
3. Listen attentively to the suggestion and take notes. No critique
of ideas.
4. Thank your colleague for the suggestions.
5. Reverse the process.
Relationship Between Follow-Up and
Perceived Improvement in Effectiveness
60%
55%
50%
40%
31%
30%
20%
9%
10%
0%
0%
-3
Less Effective
0%
-2
1%
-1
4%
0
No perceptible change
1
2
Responded and Did Consistent Follow Up
3
More Effective
For More Information Contact:
Chuck Bolton
The Bolton Group LLC
701 Fourth Avenue South
Suite 500
Minneapolis, MN 55415
www.theboltongroup.com
Email: [email protected]
Office: 612.337.9020
Mobile: 612.229.1020