Coaching for Success: Engaging Greater Results

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Coaching for Success Engaging Greater
Results

• SLA 2004, Nashville
• Jane Dysart
• Dysart Jones Associates

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Coaching For Success (June 8, 2004 from 330 to
500)

• Coaching isn't limited to sports -- and to be a
  good coach you needn't always worry about "hat
  hair"! Coaching is a very different style from
  traditional management, but it's been proven to
  be an effective way to better engage staff for
  greater results. Representing the corporate,
  academic, and consulting worlds, our panel of
  experts will provide their insights on the
  differences between managing and coaching, share
  coaching basics, and give you their best
  practices for using coaching to inspire your
  team.

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Agenda

• Coaching core competencies
• Coaching leadership
• Teams
• Coaching techniques feedback, motivation
  questioning
• Best practices
• Dos Donts

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COACHING

• IS NOT
• Disciplining
• Counseling
• Mentoring
• Managing

• IS
• 100 of your time
• 2-way communication
• Focusing on future opportunities
• About them
• Ability to help stretch individuals out of their
  comfort zones

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Manager?

• Coach?

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Manager or Coach?

• Manager
• Solves Problems
• Controls
• Provides Answers
• Its my job
• Its your job
• Have to

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Manager or Coach?

• Manager
• Solves Problems
• Controls
• Provides Answers
• Its my job
• Its your job
• Have to

• Coach
• Ensures Solutions
• Facilitates
• Asks Questions
• Its our success
• Want to

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Coaching Core Competencies

• Knowledge of Business
• Clarity of Purpose Responsibilities
• Active Listening
• Questioning for Understanding Options
• Trust
• Fairness
• Encouragement

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Leadership is not a spectator sport.

• Leaders do not sit in the stands and watch.
  Neither are leaders in the game substituting for
  the players. Leaders coach. They demonstrate
  what is important by how they spend their time,
  by the priorities on their agenda, by the
  questions they ask, by the people they see, the
  places they go, and the behaviors and results
  that they recognize reward.
• The Leadership Challenge, Kouzes Posner

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Leadership ChallengeDemonstrate what is
important by

• how they spend their time,
• the priorities on their agenda,
• the questions they ask,
• the people they see,
• the places they go,
• the behaviors and results that they recognize
  reward

• Planning direction
• Priorities Set keep
• Identifying, Ranking, Deciding, Balancing,
  Replacing/Sacrificing Services
• Questioning/understanding
• Relationships/partnerships communication
• Modeling behaviors re-enforcing positive
  behaviors

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Teams Coaching
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Teams Coaching

• What type of team are you building?
• Team style Coaching style
• Baseball?
• Orchestra?
• Tennis?
• Running?
• Basketball?
• Hockey?

• Choir, Band, Precision Skating,Dance Troupe
• Board, committee

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COACHING TECHNIQUES

• Explain importance of issue being addressed
  (purpose part)
• Clarify how its done (process)
• Show how to do it (picture)
• Observe person doing it (practice)
• Feedback (pats
  pointers)
• Agree on next steps (proceed on path)

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How do I?
Feedback?
Motivate?
Communicate?
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Feedback What, How, Why??

• WHAT you saw or heard BEHAVIOR
• HOW you felt EMOTION
• WHY you are discussing IMPACT
• When you......I feel (felt)......because.....

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Adjusting Feedback

• WHAT you would prefer
• would work better
• WHY you prefer/suggest this
• I would like.....because.....
• What do you think?

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Feedback

• feed back to us their perceptions
• their perceptions are our reality
• increase our understanding of their reality
• is a gift for us
• is a must
• silence is not assent
• what we dont know CAN hurt us

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When feedback chews us up
The human brain is like a garbage can. What comes
out first often depends on the last time it was
shaken up.
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THIS is a gift?
Before you say what you think, be sure you
have. Malcolm Forbes
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Motivation Why How?

• Confidence breeds Confidence
• Seize or create opportunities
• Be specific what results are you recognizing?
• Clarify whats the overall impact?
• Reinforce articulate continuing support

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Coaching Core Competencies

• Knowledge of Business
• Clarity of Purpose Responsibilities
• Active Listening
• Questioning for Understanding Options
• Trust
• Fairness
• Encouragement

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Questioning for Understanding

• How do I know this?
• Why do I think this?
• What do I know about this?
• Why is this happening?
• Why?
• Why?
• Let the why take you to the actual problem

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Best Practices

• Dottie Moon, Pratt Whitney

• Lynn Berard, Carnegie-Mellon University

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Coaching Dont

• Show favoritism
• Do it all yourself/take over
• Belittle or be mean
• Tease or use sarcasm
• Rely on email to communicate

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Coaching Do

• Map out different strategies share them with
  everyone
• Allow everyone to participate to their ability
• Let minor problems go unless repeated regularly
• Provide lots of time opps for practice
• Provide lots of positive feedback as well as
  adjusting feedback
• Ask questions to help others think through

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• All coaching is, is taking a player where he
  cant take himself
• Bill McCartney, Defensive Coordinator, San
  Francisco 49ers (Super Bowl Season)

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Thank you!
Jane Dysart jane_at_dysartjones.com