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Coaching is the Key to Empowering Your Workforce
Transcript of Coaching is the Key to Empowering Your Workforce
Empower your workforce to come up with their own business solutions by following the best leadership approach... coaching.
G - establish the Goal
R - examine the Reality
O - explore the Options
W - establish What's next
Focus on Capabilities
How do I get my leaders to have a career conversation?
Focus on the behaviors you want from your team.
Take one topic each month.
What if they say they want to leave you and do something completely different?
How many of you have never had a career conversation with your leader? Why?
Why is having a career conversation important?
Does anyone have a performance review nightmare?
We can all learn a lesson from professional sports. Stay on the sidelines and empower you team to make their own decisions so you can worry about bigger issues.
G - establish the
R - examine current
O - explore the
W - establish
Leveraging the GROW Model
What do they love doing?
What are they passionate about? How does that relate to what they are doing for you?
Let people be themselves in the job they are doing today.
What skills relate?
Everyone creates value
What skill does that person have now that would benefit you now?
What skills does that person have that could help better your business?
Worked in receiving moving boxes all day long
Wanted to be a dentist
We focused on his:
People hate being micromanaged
The manager gets out of the way
The team can create
The manager can still oversee and assist
You've noticed that one of your team members seems to get overwhelmed and frustrated when volume is high and they have multiple priorities. You are concerned their level of service could be impacted. You'd like to identify ways to effectively manage this type of situation
You are approached by a team member that is struggling to get along with another team member in their department. The team member has approached you and stated that they think the other team member doesn't like them.
Ask before you tell
Share the right amount
Focus on behavior and impact
Why you shouldn't mix the good with the bad
It can confuse the coachee
It can make it so the coachee only focuses on the good and not the developmental.
Positive feedback can dilute the developmental feedback
Provide clarity regarding the purpose of the career conversation.
Discuss strengths, opportunities and how it relates to career goals.
Explore ideas related to the next career move or opportunity within the current role.
What's Next -
Create action steps with the coachee around the ideas they would like to pursue.
Give the coachee notice you'd like to have a career conversation
Be sure to follow up after the conversation
G - Establish the
R - Examine the
O - Explore the
W - Establish
LinkedIn - Jared Olsen
Facebook - Jared Olsen
Twitter - @jaredolsenslchr
Work - firstname.lastname@example.org
Director of Operations
Managers love this
The team hates this
World of sports
The coach listens 80% of the time
Always start with a question
Don't give the answer right away... remember your goal is to empower.
Agree on the goal of conversation. Make sure you're both clear on the focus of discussion.
Be genuinely interested
Use silence to allow the coachee to speak
Reflect on the situation. Discuss the coachee's point of view, followed by the coach's perspective. The coach listens actively and asks probing questions.
Do not interject or make suggestions
Allow the coachee to formulate their answers
Get to the root cause
Identify possible solutions to the solution. The coach asks questions and partners with the coachee to identify potential obstacles.
Challenge the coachee to think differently
If it is a solution (even dumb) then it is a possibility
Don't give solutions
Close the conversation by discussing next steps. Together determine the best course of action and agree upon accountability.
Let the coachee determine the route moving forward.
Document the plan of attack and follow up with the coachee.
The coachee should be committed between 8 - 10 on their level of commitment.
Why does a house get dirty?
What room sets the standard for a house? Which room do you spend the most time in? Which has the most resell value?
Why would it be dirty?
G- Establish the Goal
"I've noticed that you have a lot of projects going on today and I'd like to see how things are going for you today. Do you have a moment to talk?"
"I'd like to talk about the challenge of meeting service commitments during high volume periods. Would now be a good time to talk?"
R- Examine current Reality
"How have things been going for you today?"
"What challenges are you facing in providing our customers with the best service possible?"
"How do you feel your performance has been going?"
"How do you approach managing multiple demands in your area?"
O- Explore the Options
"What are some things you think we can do to help you improve in this area?"
"What other ideas do you have?"
"I'd like to keep thinking about this, what are some other options?"
"Would it be okay if I offered an idea for you to consider?"
W- Establish What's next
"Now that we have some ideas, which one sounds best to you?"
"What are some specific actions you can take to address this issue?"
"How can I support you?"
"When would you like to touch base on this again?"
Which step do you find to be the most difficult?
What challenges do you foresee in this coaching model?
What are the benefits of using the coaching model?
Remember that becoming a coach is not an overnight process!
What's next -
How do you think the coaching will engage your workforce?
Don't be a manager who people are dying to get away from.
Create an environment where they love what they do.
How do you think coaching will increase innovation?
"Would this be a good time to share some feedback with you?
"I need to share some feedback with you."
"Yesterday, when I asked you to work in a different area you were slow to respond to my request."
"Yesterday when I asked you to work in a different area you were slow to respond to my request, had a negative attitude once you moved, and complained throughout the day to your team"
"You interrupted me several time during the meeting. This caused the meeting to get off-track, which slowed our progress."
"You acted rudely and controlling during the meeting. I don't think you care about the success of this project."
People hate being rated.
Do you really have someone at the bottom quartile?
Performance reviews are awkward.
Have a casual monthly conversation.
Keep communication open.
Passion for Xima
Use of Xima's Tools