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A Coaching Style of Management for Employee
4/5/2012 Welcome! A Coaching Style of Management for Employee Engagement Keep your best people and increase productivity. ©Cathy Liska Guide from the Side® Agenda • Define Leader, Mentor, Coach • How does coaching matter? • Coaching impact / statistics • Coaching in the Workplace Coaching in the Workplace • Coaching: People Skills • Coaching: Communication Skills • Coaching: Engage with Questions • Coaching: Focus and Motivation • Q&A What is a Leader? Dictionary.com Leader: a guiding or directing head, as of an army, head, as of an army, movement, or political group. A leader coaches and mentors! ©Cathy Liska Guide from the Side® 1 4/5/2012 What is a Mentor? Dictionary.com Mentor: 1. a wise and trusted counselor or teacher 2. an influential senior sponsor or supporter How are coaching and mentoring different? What is a Coach? A coach serves as a strategic partner; the coach empowers the client to clarify goals, create action plans, move past obstacles, and achieve what the client chooses. What is the difference? • A mentor talks and a coach listens. • A mentor focuses the conversation on their ti th i own experience and a coach focuses the conversation on enhancing the skills and outcomes for the other person. ©Cathy Liska Guide from the Side® 2 4/5/2012 What is the difference? • A mentor gives advice and a coach asks questions. • A A mentor is the expert with the mentor is the expert with the answers and a coach is the expert at eliciting the answers from the person doing the work. How does coaching matter? A Gallup poll of more than 1 million employed U.S. workers concluded that the No. 1 reason people quit their jobs is a bad boss or immediate supervisor. How does coaching matter? 84% of Workers Want to Quit Jobs, Find New Gigs in 2011 “This finding is more about employee dissatisfaction and discontent than projected turnover,” said Douglas Matthews, president of career‐management agency Right Management, which conducted the poll. ©Cathy Liska Guide from the Side® 3 4/5/2012 Remember the ‘Old Way’ “I am the boss! Do it my way or hit the highway!” Transition “Let me tell you what I think and you tell me what you think of my idea.” or “Let me tell you what I know so you follow my example. What works now? “What are your options for getting results?” Use a coaching style of management to engage people. ©Cathy Liska Guide from the Side® 4 4/5/2012 Coaching Impact / Statistics Gallup: 199 surveys Employee Engagement: • Business units in the top half on employee engagement double their odds of double their odds of delivering high performance. • Companies in the top 10 percent on employee engagement bested their competition by 72 percent in earnings per share during 2007‐08. Coaching Impact / Statistics • Coaching has an ROI of 570% ‐ Manchester, Inc. • Training increased productivity 22.4% ‐ training followed by coaching provided a productivity gain of 88%. ‐ Public Personnel Management Coaching Skills Affect the Workplace • People Skills (Recognize and flex) • Communication (Listening and Assertiveness) • Questions (Empowering) • Focus and Motivation (Language and Processing) ©Cathy Liska Guide from the Side® 5 4/5/2012 Develop Coaching Skills Is coaching something you can learn on your own? Develop your skills! •Coaching •Training What coaching skills make a difference? 1. 2. 3. 4. People Skills Communication Skills Engage with Questions Focus and Motivation d 1. People Skills Identify and Flex to Personality and Learning Styles • Personality: Emotion or Logic, Passive or Aggressive • Learning Styles: Visual, Auditory, Kinesthetic ©Cathy Liska Guide from the Side® 6 4/5/2012 Identify Personality • Feelings • People stories People stories • Compassion • Tasks • Planning • Results Identify Personality • Cautious • Take time to think Take time to think • Indecisive • Opinionated • Jump right in Jump right in • Fast‐paced Personality: Emotion or Logic; Passive or Aggressive People Passive Aggressive Emotion Pleaser Celebrator Logic Investigator Achiever ©Cathy Liska Guide from the Side® 7 4/5/2012 Identify Learning Style: Visual Words Eyes Blank Clear Up left = Remember picture Focus Perspective Vision Appears Glimpse Look Up Right = Create picture Blank ahead = see Show Sight for sore eyes Identify Learning Style: Auditory Words Eyes Say Discuss Straight left = Remember sound Resonate Question Straight Right = Tell Imagine sound Hear Word for Down Right = word Internal Tune dialogue Wavelength Vocal Identify Learning Style: Kinesthetic Words Eyes Feel Exciting Down left = Remember feelings Grasp Touch Reshape Drive Solid Calm Down Right = Converse with self Firm Movement ©Cathy Liska Guide from the Side® 8 4/5/2012 Speak to Who They Are Pleaser • Loyal • Get Along • Team player Celebrator • Optimistic • Creative • Humorous Investigator • Analysis • Organization • Accuracy Achiever • Multi‐task • Get it Done • Productivity Align with Their Focus Kinesthetic: • How do you feel about it? Visual: • What does it look like? Auditory: • What key words describe it? Flex to Personality and Learning Style • Recognize and respect their personality • Work with their learning style ©Cathy Liska Guide from the Side® 9 4/5/2012 2. Communication Skills • Listening • Assertiveness Listening • What happens when we don’t listen? • What are the barriers to listening? Listening Styles • Biographical • Responder • Analyzer ©Cathy Liska Guide from the Side® 10 4/5/2012 Listening Skills • Active Listening – Intention, focus with all senses • Rephrasing – Demonstrates you listened – You train yourself to listen rather than answer • Reflective Listening – They feel you understand Scale of Human Communication Styles Violates Violates Everyone’s Rights Violates Own Vi l t O Rights Violates Others’ Vi l t Oth ’ Rights Learned Skill: Respect Everyone’s Rights Assertiveness Quit Telling Start Asking ©Cathy Liska Guide from the Side® 11 4/5/2012 Assertiveness Stop focusing on the problem Start focusing on the solution Start focusing on the solution Solution‐focused Approach 1. Where are you now? 2. Where do you want to go? 3. What are the action steps to get there? 4. How can this be prevented in the future? Do Say What You Do Want • Humans process in the positive • Humans hear one in seven words seven words • Choose your message! ©Cathy Liska Guide from the Side® 12 4/5/2012 I Statements (Avoid saying you) Listen and Communicate Effectively • • • • • Actively listen, Rephrase, and Reflect Quit telling, start asking Focus on the solution Do say what you do want Do say what you do want Use I statements 3. Engage with Questions • How important are questions? How important are questions? • How do words change questions? ©Cathy Liska Guide from the Side® 13 4/5/2012 Clarifying versus Interpreting Interpreting My boss dumps too much work on me. Are you worried you are unable to handle the work? What are your considerations? Clarifying Open‐ended versus Closed Closed What else? Anything else? Open Advice‐free versus Leading Leading Are you going to join the gym? I want to exercise more. How will you exercise more? Advice‐free ©Cathy Liska Guide from the Side® 14 4/5/2012 Probing versus Attacking Attacking What are you spending too much money on? I can’t handle all this debt. What are your barriers? Probing Asking Questions • • • • • • Short and Simple Forward Focus Open to Possibility What How Answer gives next question 4. Focus and Motivation • • • • • • Don’t Say and Do Say Poison versus Phenomenal Words Limiting Language Patterns Moving Towards Moving Towards Internal Motivation Proactive ©Cathy Liska Guide from the Side® 15 4/5/2012 Don’t Say • • • • • • • • • • I told you You Always or Never You know I know But or However Why I understand You need to… You should… Do Say It seems you think… It seems you feel… Feel, felt, found Let’s look at options What do you think? What you are saying makes sense • Given…, what would work? • What is your process to find options? • • • • • • Poison Words Try Could Don’t Should D Doesn’t ’t Would Would Can’t Might Won’t Always or Never But or However Need to ©Cathy Liska Guide from the Side® 16 4/5/2012 Phenomenal Words Imagine Brilliant Enlighten Focus Visualize Experience Realize Expand Create Opportunity Now Because Easily Naturally Aware Peaceful Tranquil Possibility Balance Calm Meta Models – Ask Questions! Language patterns that unintentionally limit understanding and outcome possibilities. Deletions –He hates me –This doesn’t work Generalizations – I never – I need to Distortion – You won’t care – He makes me mad – It It must mean that… must mean that Meta Programs = Focus (Do want vs. Don’t want) ©Cathy Liska Guide from the Side® 17 4/5/2012 Meta Programs = Focus (Source of motivation) Meta Programs = Focus (Initiate vs. react) Engage with Coaching Skills 1. 2. 3. 4. People Skills Communication Skills Engage with Questions Focus and Motivation ©Cathy Liska Guide from the Side® 18 4/5/2012 Motivate Results • • • • Use effective words and phrases Focus forward Explore internal motivation Plan proactively Plan proactively What roles call for coaching skills? • • • • Leaders Managers Supervisors Business Owners • • • • Project Managers Human Resource Professionals Trainers and Teachers Consultants and Counselors Thank you! Questions & Answers Cathy Liska [email protected] www.CenterforCoachingCertification.com www.CenterforCoachingSolutions.com ©Cathy Liska Guide from the Side® 19
