An organization is effective when things get done well and easily, people work easily together, and

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An organization is effective when things get
done well and easily, people work easily
together, and processes work easily. Individuals
and groups of people are able to get work
launched and get results without getting bogged
down in the process. Self-confidence, tolerance,
celebration, and good natured humor dominate the
atmosphere. New processes emerge as they are
needed. People understand that their jobs are
more than completing tasks and that success for
the customer means staff work together for the
good of the whole librarys community. In
organizations like these, people learn that they
can handle whatever comes along.Ruth Metz,
Coaching in the Library A Management Strategy
for Achieving Excellence, ALA, 2001
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Supervising for Excellence Putting Coaching and
Team-building to Work for Your Organization

• Instructor
• Ruth Metz
• info_at_librarycoach.org
• An Infopeople Workshop
• Summer-Fall 2004

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Brought to You By Infopeople
Infopeople is a federally-funded grant project
supported by the California State Library. It
provides a wide variety of training to California
libraries. Infopeople workshops are offered
around the state and are open registration on a
first-come, first-served basis. For a complete
list of workshops, and for other information
about the Project, go to the Infopeople Web site
at infopeople.org
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Introductions

• Name
• Library
• Why did you signed up for this particular course?

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Ruth Metz

• Librarian and Manager 30 years
• Michigan, Colorado, California, Oregon
• Public, academic, school, consortia
• Staff and leadership development
• Ruth Metz Associates
• Portland, OR

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Workshop Overview

• Excellence is achievable
• threats to performance
• pathways to excellence
• conscious choice of action
• Coaching basics
• what is coaching?
• when to do it?
• how to do it?
• Team-building basics
• what is team-building?
• when to do it?
• how to do it?

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Desired Results

• Increase your effectiveness
• Develop an observing attitude
• Influence your organization for the better

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Questions for the Group

• How do you know excellence?
• What threatens performance?
• Why do coaching and team-building?

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Organizational Capacity
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HandoutCoaching and Team-building Scenario
Sampler
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Exercise 1Monicas Encounter
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Handout Performance Factors
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The Greatest Threat?

• Lack of acknowledgement for a job well done?
• Low wages and poor working conditions?
• A boss who has it in for you?
• Lack of vision on the part of the leader?
• An environment in which individuals are disposed
  toward finding and stressing faults?

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Contributive vs Critical
The greatest threat to individual performance
is a critical environment, that is, one in which
individuals are disposed to finding and stressing
faults. Once established, a critical environment
limits the utilization and development of
individuals, teams, and ultimately the
organization as a whole. - Ruth Metz, Coaching
In the Library A Management Strategy for
Achieving Excellence,, ALA, 2001
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Why?

• Criticism
• more or less negative
• everyone has had it
• includes violence and dysfunction
• workplace criticism taps into peoples general
  experience of criticism

• Praise
• consistently positive across people
• rare but always pleasant
• praising the behavior we want strengthens
  learning

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Summing Up Why

• Everyone is either making the library better or
  worse
• Coaching and team-building improve individual,
  team, and organizational performance
• Excellence is achievable through your conscious
  choice of action!

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Coaching and a coaching attitude help create a
humane organization. It is our consistency of
interaction--not the codification of rules and
procedures--that leads to stability,
predictability and a more durable workplace. This
durability gives people a firm place to stand
even amidst constant change. It is the ultimate
place from which to be consistently effective in
the library. - Ruth Metz in Coaching in
the Library A Management Strategy for Achieving
Excellence, ALA, 2002, p. 3
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Coaching Basics Outline

• What is coaching?
• One-on-one and team
• purposeful
• performance related
• a process
• When to do it?
• When the need/results justify the cost
• How to do it?
• Prepare with the coaching framework
• Use the stages of the coaching interaction
• Apply basic coaching skills

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Coaching is the purposeful and skillful effort
by one individual to help another achieve
specific performance goals.- Ruth Metz,
Coaching In the Library A Management Strategy
for Achieving Excellence,, ALA, 2001
Preferred Customer Explain this is my working
definition
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Characteristics of Coaching

• Mutual interaction
• About performance
• Follows a process

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Multiple Purposes

• Address specific needs
• Confront poor performance
• Sustain effective performance
• Achieve higher levels of performance

One constant in all coaching- change for the
better!
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The Coaching Relationship

• Coach facilitates the attainment of the
  performance goals
• Success depends on the cooperation of both
• Coach enables the willingness to be coached
  through the relationship

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Handout Coaching Qualities Checklist
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Handout Coaching Skills
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General Skills

• Confronting
• Attending
• Acknowledging
• Probing
• Reflecting

• Indicating respect
• Self-disclosure
• Immediacy
• Summarizing

-Adapted from Dennis C. Kinlaws Coaching for
Commitment, 2nd ed., Jossey-Bass Pfeiffer, 1999
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When To Coach

• You know the situation (observation)
• You have thoughtfully analyzed the situation
  (diagnosis)
• The need and the likely results justify the cost
  (prognosis)
• You have the necessary skills in this case
  (treatment)

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Basic Preparation Framework

• Observation
• data and information
• Diagnosis
• conclusion based on data and analysis
• Prognosis
• what is the probability that the situation can be
  improved?
• Treatment
• remedy for the situation

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Ask Yourself...

• What are the facts?
• What behaviors are at issue?
• What are the consequences if things go unchanged?
• Does the problem affect immediate objectives?

• How does the problem affect the long-range goal?
• What are the benefits of changed behavior?
• Am I in control and prepared to discuss this
  situation?
• How can I support this individual or team?

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Coaching Interaction Stages

• Initial
• goal named
• rapport established
• agreement to proceed
• Content
• information, insight
• home-in on the issue
• explore options
• Wrap-up
• resolution
• commitment
• next steps
• closure

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Stage-Specific Skills

• Initial
• confronting
• clarifying
• Content
• resourcing
• confirming
• Wrap-up
• reviewing
• planning
• affirming

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Exercise 2 Coaching Monica and Jim
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What The Coach Should Reinforce

• Jim
• responding more willingly
• put himself in the other persons shoes
• consider the consequences of his interactions
• job is more than the work

• Monica
• people care about how she is treated
• her job includes confronting unsatisfactory
  performance
• effective working relationships are an
  expectation in her organization

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Summing Up Coaching

• Coaching is purposeful
• change for the better
• Coaching is a process
• starting point and destination
• one-to-many interactions
• Coaching is a tool
• coaching not always the best solution

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Achieving a common purpose through collaboration
with others is a unique work experience.
Individuals working effectively together for a
common purpose create a force a power to
perform.Ruth Metz, Coaching in the Library A
Management Strategy for Achieving Excellence,
ALA, 2001, p. 46
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Team-building Basics

• What is team-building?
• about teams
• about team ability
• Why do it?
• teams are here to stay
• the more team able, the better the library
• How to do it?
• know the team
• know what the team must do
• kondition the team for the work

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What It Means to be Team Able

• Team Members Should...
• Work well with others
• on a level playing field
• Contribute knowledge and expertise
• the right amount
• Be patient with the process
• compassionate, good humor

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When Is A Group A Team?

• Common purpose a vision
• Structure
• enables team to perform effectively
• Uses the talents of all its members
• Finishes the game together

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How To Build a Team

• Know the individuals
• skills and abilities
• strengths, weaknesses, blind spots
• Know what the team needs to do
• match talents to team purpose
• try it course correct
• Condition the team for the work
• coach individuals and the team
• monitor team conditions
• nurture the team

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Nurturing Team Ability

• Believe in the team
• Be honest with the team
• Be who you are equally to everyone
• Inspire the team

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Basic Team-building Skills

• Develop a realistic assignment
• Match up team talent
• Provide effective leadership
• Secure adequate resources
• Coach individuals and the team

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Exercise 3Team Conditions Checklist
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Summing Up Team-building

• Team ability apex of performance
• Teams exist for a purpose
• Teams end but team ability carries on

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Exercise 4 Coaching and Team Building Practice
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The 2X2 A Multipurpose Tool

• 2 X 2

• Johari window
• social sciences
• Applications
• coaching
• team-building
• other

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Two-By-Two For Sams Work Unit
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Summing Up Excellence in Supervision...

• Provide a vision and clarify expectations
• Reinforce beneficial behaviors
• Confront inappropriate behaviors
• Interact purposefully, consistently, and
  predictably
• Integrate coaching and team-building

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Citations

• Coaching In the Library A Management Strategy
  for Achieving Excellence, by Ruth Metz, ALA, 2001
• www.librarycoach.com
• Supervising for Excellence Putting Coaching and
  Team-building to Work for Your Organization, by
  Ruth Metz,Infopeople, 2004.
• infopeople.org
• Difficult Conversations How To Discuss What
  Matters Most, by Douglas Stone and Bruce Patton,
  Viking Penquin, 1999.

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