Transcript Coaching

Supervisory training prepared especially for:
Michigan Schools and Government
Credit Union
Presented by
Ray Santerini
Aim High Empowerment Training
May 23, 2011
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Three Phases
◦ Coaching
 Inspire and Motivate
 Growth oriented (“Discretionary Effort”)
◦ Mentoring
 Instruction
 Maintenance and development
◦ Counseling
 Addressing problematic behavior
 Correction and development
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3)
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7)
Be Proactive
Begin with the end in mind
Put first things first
Think win/win
Seek first to understand, then to be understood
Synergize
Sharpen the saw
“Shaaahpen the sawr”
“A Culture of Trust”
Symptoms of a Lack of Trust
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Behavioral
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Communication
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Performance
The Emotional Bank Account
Deposits vs. Withdrawals
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Clarity in Communication
1. Assertive Communication: Knowing it’s your
birthright to communicate what you think and
feel at anytime
respecting yourself and others.
2. Effective Communication: The ability to put
information in the context of the receiver to
achieve shared meaning.
Precall:
To set and clearly communicate
expectations in advance.
1.
2.
3.
4.
5.
Precall the “call to action” (pointing at self)
Clearly define project or task
State the deadlines, standards, and format
Give the overall timeframe
“Call to action”
1. Repeat it back
2. Take notes
3. Walk through
6. Schedule follow up
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Clarity in Communication
Supportiveness
Confidence Building
1.
2.
3.
4.
5.
6.
Make eye contact
Be specific
Impact on dept./organization
How you feel
Take your time
Encourage more of the same
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Clarity in Communication
Supportiveness
Confidence Building
Mutuality
Perspective
Peak Performance Coaches
 ALWAYS focus on…
◦ Solutions, NOT problems
◦ Future, NOT past
◦ Facts, NOT opinions
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Clarity in Communication
Supportiveness
Confidence Building
Mutuality
Perspective
Risk
Patience
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Event === Pause=== Respond
◦ Evaluate situation objectively (FACTS)
◦ Identify alternative solutions (w/pros and
cons of each)
◦ Obtain respected opinions and input
◦ Implement chosen response
◦ Assess results and modify approach as
needed
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Clarity in Communication
Supportiveness
Confidence Building
Mutuality
Perspective
Risk
Patience
Involvement
Developmental
Autocratic
Start…
Developmental
Utilize….
Autocratic
… ONLY as a last resort
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Clarity in Communication
Supportiveness
Confidence Building
Mutuality
Perspective
Risk
Patience
Involvement
Confidentiality
Respect
Date:
Meeting Agenda
Your goals:
By:
Points of discussion:
By:
What to do to achieve success:
Coach:
You:
By:
Coaching
“Must Haves”
Assessment and
Improvement Plan
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People behave based on their thoughts
Individuality should be valued and explored
Lack of motivation often reflects
discouragement
Consequences determine performance
PEOPLE TREATED RESPONSIBLY TAKE
RESPONSIBILITY
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Talking AT your employees, not WITH them
Exaggerating situations or behaviors
Focusing on attitudes vs. behaviors
Assuming the employee should know the
problem and solution
Not following up
Not rewarding improved behavior
Insights/Pitfalls
Improvement Plan
Coaching in a “volatile” situation
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Acknowledge their emotions
◦ “I understand you’re frustrated because the traffic was bad
and it made it difficult to be on time.”
Affirm your confidence in them by referencing a SPECIFIC,
POSITIVE situation from their past
◦ “I’ve seen you solve tough problems before. For example,
when you… – I know you can overcome this issue.”
Ask GUIDING, OPEN-ENDED questions
◦ “What will you to to correct the situation?”
Converting Closed-Ended
to
Open-Ended Questions
Coaching in a “volatile” situation
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Acknowledge their emotions
◦ “I understand you’re frustrated because the traffic was bad
and it made it difficult to be on time.”
Affirm your confidence in them by referencing a SPECIFIC,
POSITIVE situation from their past
◦ “I’ve seen you solve tough problems before. For example,
when you… – I know you can overcome this issue.”
Ask GUIDING, OPEN-ENDED questions
◦ “What will you to to correct the situation?”
Offer to assist them UPON THEIR COMMITMENT
◦ “l think that’s an excellent plan! What can I do to help you
be successful?”
“And” vs. “But”
The SELF Profile
Qualities and Motivators
Fast Paced
S
Persuasive
Risk-taker
Competitive
Pursue Change
Confident
Socially Skilled
Inspiring
Open
Attention
Achievement
Recognition
Adventure
Excitement
Spontaneity
Practical
VERY Direct
Self-determined
Organized
Traditional
Goal Oriented
Dependable
Economical
People
Oriented
L
Team Oriented
Caring
Devoted
Helpful
Trusting
Sensitive
Good Listener
Peacemaker
Control
Responsibility
Mastery
Loyalty
Fast Pace
E
Project/Task
Oriented
Popularity
Closeness
Affirmation
Kindness
Caring
Deliberate
Exacting
Thorough
Factual
Reserved
Meticulous
Practical
Calm
Risk Avoider
Perfection
Autonomy
Consistency
Practical Things
Information/Data
F
S understand F
E understand L
L understand E
F understand S
Why might we clash with
them?
S understand F
E understand L
L understand E
F understand S
What can we do to communicate more
effectively and to make DEPOSITS in
their EBA’s?
“Keeping your cool” when times get
tough
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Why?
◦ Everything you do in a leadership role is MAGNIFIED
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How?
◦ Solutions, not problems
 Left brain vs. right brain
 PROACTIVE VS. REACTIVE
◦ Realize “everyone is doing the best they can with
the awareness they have”
◦ Breathe
◦ Take a break and regroup
How Does The PeakPerformance Coach Stay
On Top?
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What specific issues will I address with my
enhanced coaching knowledge?
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What new concepts will I apply in addressing
them?
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When will I take these steps?
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Who will I ask to support and encourage me?
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How will I make sure he/she holds me
accountable?
rsanterini@
AimHighEmpowerment.com