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1. Coaching for High
Performance
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2. Workshop Objectives
 Describe the key drivers that enable organizations to attain a high
performing environment.
 Describe coaching and what a coach does.
 Understand the critical communication skills necessary to engage
employees in day-to-day coaching sessions.
 Employ the GROW model to develop an employee coaching plan.
 Learn how to provide effective feedback.
 Learn how to coach for improvement.
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3. Coaching for High
Performance: Roadmap
Business Case
Strategic Alignment
Building Coaching Coaching for
Fundamentals Communication Performance
Rapport Process
of Coaching Improvement
Crew Roadmap
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4. Business Case
High Performance
Workforce
The great leaders of tomorrow will be the ones
who understand how to get everyone to
participate.
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5. Performance Drivers
Which are in place?
The Top Performance Drivers
A-Level (>25 Percent Improvement) Performance Drivers by Category
In Rank-Order by Impact on Performance
A- Level (High-Impact) Performance Drivers
1. Fairness and accuracy of informal feedback
2. Risk taking
3. Emphasis (in formal review) on performance strengths
4. Employee understanding of performance standards
5. Internal communication
6. Manager knowledgeable about performance
7. Opportunity to work on the things you do best
8. Feedback that helps employees do their jobs better
9. Opportunity to work for a strong executive team
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6. Performance Drivers
Which are in place?
Second-Level Performance Drivers
Second-Level Performance Drivers
B- Level Performance Drivers
10. Opportunity to help launch a new business, initiative, or 20. Culture of innovation
program
21. Manager translates long-term goals into step-by-step
11. Manager helps find solutions to problems plans
12. Organizational flexibility 22. Manager clearly communicates expectations
13. Emphasis (in informal feedback) on personality strengths 23. Opportunity to experiment and take risks
14. Emphasis (in formal reviews) on personality strengths 24. Manager likelihood to deliver voluntary informal feedback
15. Opportunity to help turn around struggling business 25. Function-specific training: IT
16. Manager helps attain information, resources, and 26. Employee understanding of how to complete projects
technology
27. Employees’ personal enjoyment of their work
17. Manager breaks down projects into manageable
28. Employee influence in selecting projects
components
29. Helps team get started on a new project
18. Opportunity to have significant responsibility and
accountability 30. Challenge of projects and assignments
19. Opportunity to do challenging and leading-edge work 31. Level of specificity in informal feedback
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7. Performance Drivers
Which are in place?
Lowest Performance Drivers
D- Level (<0 Percent Improvement) Performance Drivers by Category
In Rank-Order by Impact on Performance
D- Level Performance Drivers
100. Use of rank-ordering
101. Increasing the number of formal reviews received each year
102. Emphasis (in informal feedback) on personality weaknesses
103. Emphasis (formal reviews) on personality weaknesses
104. Emphasis (in informal feedback) on performance weaknesses
105. Emphasis (in formal reviews) on performance weaknesses
106. Manager makes frequent changes to employees’ projects
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8. Performance Drivers
What changes or improvements would you suggest to create a
high performance organization?
What behavioral changes do you need to begin implementing
the high performance strategic drivers in your organization?
What type of activities would you like to see to embed and
sustain the high performance drivers?
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9. Coaching for High
Performance: Roadmap
Business Case
Strategic Alignment
Building Coaching Coaching for
Fundamentals Communication Performance
Rapport Process
of Coaching Improvement
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10. Strategic Alignment
Strategic Alignment
“You’ve got to be careful if you don’t know where
you’re going, because you might not get there.”
-Yogi Berra, Baseball Coach and Player
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11. Strategic Alignment
Promote the Coach-Employee
Relationship
Employee Coach
Evaluate Establish Objectives
Performance
Employee Coach
Employee Coach
Establish Establish
Goals Expectations
Coaching and
Development
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12. Strategic Alignment:
Objectives, Expectations
and Goals
 Coaching objectives
 Role in organization
 Employee individuality
 Prioritize opportunities
 Coaching obstacles
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13. Strategic Alignment:
Goal Setting Summary
 MANAGER'S PREPARATION
– Review organization’s top-level objective
– Identify goals to be delegated and how they should be
delegated.
– Clarify employees’ responsibilities and anticipate the goals
they would set.
– Give your employees the information they need to draft their
own goals.
 GOAL SETTING CHARACTERISTICS
– Difficulty
– Specificity
– Feedback
– Participation
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14. Coaching for High
Performance: Roadmap
Business Case
Strategic Alignment
Building Coaching Coaching for
Fundamentals Communication Performance
Rapport Process
of Coaching Improvement
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15. Fundamentals of Coaching:
What is Coaching?
Coaching is most effectively employed
when it is used to do what?
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16. Fundamentals of Coaching:
What is Coaching?
 Address individual and organizational change to
improve mission performance
 Enable personal transformation and career role
transition
 Support the development of future leaders for the
organization
 Address a specific problem area or challenge
 Facilitate the creation of an organizational culture
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17. What is Coaching?
Leader as a Coach Continuum
Managing Coaching
Focus on: Focus on:
 Telling  Exploring
 Directing  Facilitating
 Authority  Partnership
 Long-Term Development
 Immediate Needs
 Open To Many Possible
 One Specific Outcome
Outcomes
Helping employees manage the transition between old and 17
new

18. What is Coaching?
Coaching is. . . Coaching is Not. . .
A means for learning and development. An opportunity to correct
someone’s behaviors or actions.
Guiding someone toward her or his Directing someone to do
goals. something to meet goals.
The mutual sharing of experiences and Being the expert or supervisor
opinions to create agreed-upon with all the answers (not the
outcomes. “super technician”).
About inspiring and supporting another About trying to address personal
person. issues.
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19. Benefits
of Coaching
 Maximize individual strengths
 Overcome personal obstacles
 Reach full potential through continuous learning
 Achieve new skills and competencies
 Prepare themselves for new responsibilities
 Manage themselves
 Clarify and work toward performance goals
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20. Coaching for High
Performance
The “Hesitant Coach”
 Lack of time
 Confrontation Reluctance
 Fear of Offending
 Fear of Failure
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21. Coaching for High
Performance
Why Coach?
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22. Fundamentals of Coaching:
Key Coaching Responsibilities
 Constant communications
 Selecting and carefully matching employees to jobs
 Setting and ensuring employees’ understanding of performance
standards and goals
 Providing fair and accurate performance feedback
 Assisting employees in planning and accomplishing their work
 Creating a development plan for each employee
 Fostering a culture of managed risk taking and internal communications
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23. Fundamentals of Coaching:
Coaching Skills
 Questioning Skills
 Harmony Skills
 Conflict-Handling Skills
 Understanding Skills
 Agreement Skills
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24. Fundamentals of
Coaching: Summary
 This can be an Art
 Inspire
 Energize
 Facilitate
 Improve Performance
 Help Learning
 Help Development
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25. Coaching for High
Performance: Roadmap
Business Case
Strategic Alignment
Building Coaching Coaching for
Fundamentals Communication Performance
Rapport Process
of Coaching Improvement
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26. Communication
Communication
“Coaching conversations involve finding out people’s vision or
destination, where they are starting from, and the direction they
need to move in order to get there.”
-unknown
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27. Communication
 Understanding Body Language
 Employing Reflective Listening
 Asking Effective Questions
 Providing Feedback
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28. Communication
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29. Communication:
Reflective Listening
 Conveying your interest
 Adopting the employee point of view
 Clarifying the employee’s thoughts and feelings
 Responding reflectively
 Reflective vs. Directive responses
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30. Communication:
Asking Effective Questions
 Use questions to invite participation
 Use questions that encourage exploration
 Questions may become slightly closed as
dialogue continues
 Begin open questions with how, when,
where, what or who
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31. Communication:
Effective Feedback
 Specific and  Anchored to common goals
performance based  Provides for 2-way
 Descriptive, not labeling communication
 Focuses on behavior  It is brief
 Based on observations
 Based on trust, honesty,
 Begins with “I” concern
statements
 Balances negative and  Private (esp if negative)
positive comments  Provides for follow-up
 Well-timed
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32. Communication: Dealing
with Negative Issues
 Listen with an open mind
 Be respectful of the opinion, position
 Take time to digest the opinion
 Avoid finger-pointing
 Work toward a compromise
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33. Coaching for High
Performance: Roadmap
Business Case
Strategic Alignment
Coaching Coaching for
Building
Fundamentals Communication Performance
Rapport Process
of Coaching Improvement
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34. Building Rapport
Building Rapport
“The key leadership issue in today’s economy is to
make knowledge workers more productive.”
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35. Building Rapport:
Trust Relationships
 Be available
 Be confidential
 Be respectful
 Be reflective
 Be supportive
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36. Coaching for High
Performance: Roadmap
Business Case
Strategic Alignment
Building Coaching for
Fundamentals Communication Coaching Performance
Rapport
of Coaching Process Improvement
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37. Coaching Process
Coaching Process
“The responsibility for maintaining good performance
is the employee’s, not the manager’s. The manager’s
job is to point out the discrepancy – the employee’s
job is to fix it!
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38. Coaching Process
Coaching
Structuring the Coaching Session – The Grow Model
Goal Reality Options Wrap-Up
- AIM
-Assessment -Range -Action
Set long-term
Invite self-assessment Cover the full range Commit to action
aim if
appropriate of options
-Examples -Obstacles
Offer specific examples of -Suggestions Identify possible
-Objective
feedback Invite suggestions from obstacles and how
Agree to specific
objectives of session the coachee. Offer to overcome them.
-Assumptions suggestions Agree on support
Avoid or check carefully.
-Topic
assumptions -Milestones
Agree to topic for
Discard irrelevant -Choices Make steps specific
discussion
history Ensure choices and define timing
are made 38

39. Coaching for High
Performance: Roadmap
Business Case
Strategic Alignment
Coaching Coaching for
Building
Fundamentals Communication Performance
Rapport Process
of Coaching Improvement
39

40. Coaching for
Improvement
Coaching for Improvement
“Success depends on the support of other people.
The only hurdle between you and what
you want is the support of others.
- David Joseph Schwartz
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41. Coaching for
Improvement
Recognize the
existence of a problem
Discuss and mutually agree on a solution
Create post-meeting performance
expectations
Support improvement
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42. Building Rapport: Effective
Face to Face Meetings
 Keep it private
 Focus on the employee
 Follow an agenda
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43. Building Rapport:
Productive Confrontations
 Check the facts
 Arrange a meeting
 Display interest
 Explain the problem
 Discuss reasonable solutions
 Encourage and reinforce improvement
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44. Coaching for High
Performance: Roadmap
our Coaching Plan
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45. Coaching for High
Performance: Roadmap
What type of leadership is necessary to build a high-
performance organization?
When we talk about performance management,what are
some specific steps can you take to maximize its
effectiveness?
What is the critical role you must play?
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46. Coaching for High
Performance
Thank You…..
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