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Reinforcing Steps to Coaching & Accountability

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Deborah Sweinhart

on 28 September 2015

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Transcript of Reinforcing Steps to Coaching & Accountability

Reinforcing Steps to Coaching & Accountability
Introduction
Safety/HuP Message
Accountability Roster
Stretching
Cell Phones/ Computers
Overview of Today's Training
Inspiring Leadership
Revisiting Constructive Culture and Getting Results
Setting Expectations, delegating work
Coaching for performance improvement
Review Coaching Model & Accountability
Getting Started
Senior Leadership's
Message
Inspiring Leadership
Lead Simply
Model the Way
What you model is what you get.
Make sure you walk the talk.
Employee's do view you differently.
Be responsible and accountable.
Clarify your values
and
Set an Example
.
Connect & Involve
(Engagement)
Building Relationships
Show the Big Picture
(Help them Connect)
Provide employees with tools and skills to be successful.
Show what success looks like.
Explain the expected behaviors & standards that your employees must follow.
Solve Problems with You

• Build problem-solving skills and confidence. Asking questions to help employees arrive at their own solutions.
• Engage the employee in an inquiry into the current situation.
• Engage in joint problem solving to improve performance.
Model the Way
Connect & Involve
Build Relationships
Show the Big Picture
Solve Problems with You
Trust in "us", Management Team
Open to Building on Other's Idea's
Set a Clear Vision, Challenging but Realistic Goals
Coaches for Performance Improvement
Encourage Team Work
Active Listening
Leaders are accountable for their employees' performance, how well they do, whether or not their performance is within defined boundaries and standards.
Our employee's are our most valuable resource!!

Employee's who understand how the business works and how we are performing feels a part of a team and will be more forthcoming with business solutions.

A respectful, trusting relationship and a focus on learning and growth of employees are required.
Get to Know Your Employees
What drives your employees to be successful?
Do you know their hobbies?
What activities do they value with their families?
"You do not lead by hitting people over the head- that's assault, not leadership"
Dwight D. Eisenhower
Group Activity
Watch the following video and note a few of the themes
At your Table- Talk about 2 topics you feel most strongly about.

Identifying what you can do to improve in those areas?

Each table will be report out!!!
Connect and Involve- Themes
Get and Give.
Mutual Commitment.
Unlocking employee's potential to drive high Performance.
Capturing employees' heads and hearts.
Drive business results through employee engagement.
Show "WHY" you care.
Who are your; passengers, paddlers, Sinking the boat.
It's not what you do; it's "Why" you do it!!!
Model The Way- Questions
How can modeling work for me?
How can I align my shared values with my everyday leadership behavior?
What are the benefits of me asking how
my actions
affect my team's performance?
What are the benefits of communicating
my philosophy
of leadership to my team?
"The leader sees things through the eyes of his followers. He puts himself in their shoes and helps them make their dreams come true. The leader does not say "Get Going" Instead he says, "Let's go!!" and leads the way. He does not walk behind with a whip; he is out in front with a banner."
Wilfred Peterson, The Art of Living
Show the Big Picture
Do you provide employees with the tools and skills to be successful in your organization?
Or do you set them up for failure?
Some people can't see what their leadership looks like to others.
Solving Problems
What coaching techniques will you deploy?

Why is it important to ask employees questions and listen to their responses?
Managerial Courage
(Having the Conversation)
Managerial Courage
Tactfully dispenses direct and actionable feedback;
Open and direct with others without being intimidating;
Deals head-on with people problems and prickly situations.

Coaching Model
Start the Conversation
Ask where the gaps are?
Work together to close the gaps?
Move forward and clear the obstacles
Review the next steps
Scenario #1
Using the Coaching Card
Watch the scenario and take notes
Did the supervisor set the stage?
Did the supervisor help the employee discover gaps?
Did the supervisor map a path for the employee?
Did the supervisor recap the next steps the employee should take?
Did the supervisor ask the employee if they understand the next steps?
Scenario #2
Scenario # 3
Scenario# 4
Exercise #1
Exercise #2
Using your coaching card
Watch the scenario & provide feedback at each table
Using your coaching card
Watch the scenario & take notes
Did the supervisor set the stage?
Did the supervisor help the employee discover gaps?
Did the supervisor map a path for the employee?
Did the supervisor recap the next steps the employee should take?
Did the supervisor ask the employee if they understand the next steps?
Did the supervisor set the stage?
Did the supervisor help the employee discover gaps?
Did the supervisor map a path for the employee?
Did the supervisor recap the next steps the employee should take?
Did the supervisor ask the employee if they understand the next steps?
Did the supervisor set the stage?
Did the supervisor help the employee discover gaps?
Did the supervisor map a path for the employee?
Did the supervisor recap the next steps the employee should take?
Did the supervisor ask the employee if they understand the next steps?
Did the supervisor set the stage?
Did the supervisor help the employee discover gaps?
Did the supervisor map a path for the employee?
Did the supervisor recap the next steps the employee should take?
Did the supervisor ask the employee if they understand the next steps?
Watch the scenario & take notes
RVA Telematic
Coaching Conversation
Self-reflection Questions Managerial Courage
Reflection
What did you take away from today's trainings?
Put your name on the name tag and add an adjective describing yourself using the first letter of your name

Ex. Brilliant Bob

Name with adjective
Job title
Location
Years managing a team
Develop your employees for success
How can you connect the themes in this video to area's of our business?
Using the Coaching Card (red card)
One person is the employee, another is the supervisor, and the last team member is the observer.

Supervisor will have a coaching conversation with the employee about the RVA results.

The observer will evaluate and give feedback to the supervisor on use of the coaching steps.
On your own. Pretend you are preparing for a job interview on the topic Managerial Courage.

Center of each table is a list of questions asked at the job interview

Answer each question as though this is a real interview. Write down the answers and be prepared to report out sharing your answers.

Consider; How do you rate yourself?

Having the conversation
Break out in Groups of 3
How Do Leaders Inspire?
Each table develop a consensus to report out.
Role Play Actors

Roy Shuler
Joshua Neth
Full transcript