Transcript Chart Your Course to Business Success

May 22, 2012
Advisors On Target
Chart Your Course to
Business Success
On Target Business Intensive: Session 9
1
Implementation Steps
• Session 1
• Create a working draft of your Mission Statement
• Create a working draft of your 1 and 5 year Vision
• Answer the 10 questions on the handout
• Session 2
• Review your own financial statements and chart of accounts with
what you learned in Session 2
• Session 3
• Create a budget for 2012
• If you already have a budget, review and revise as needed
• Use the cashflow projection model (at the bottom of the budget
tool)
2
Implementation Steps (cont.)
• Session 4
• Determine your breakeven point for your 2012 budget
• Annual
• For the month of May 2012
• Define your target markets (Fill in Marketing Plan – Part 1)
• Do a competition analysis (Fill in Marketing Plan – Part 2)
• Session 5
• Define Marketing Strategies (Fill in Marketing Plan – Part 3)
• Create a Marketing Budget using the template
• Session 6
• Start Job Costing every job if you aren’t already
• Implement a system to track job profitability over time to
measure progress
• Coach foremen to improve
3
Implementation Steps (cont.)
• Session 7
• Review Job Process Outline and Job Process Checklist
• Customize Checklist for your company
• Start to implement a more organized approach to your job
process – add structure a piece at a time
• Session 8
• Schedule a recurring company meeting
• Create an agenda
• Hold your first meeting
• Session 9
• Session 10
• Additional activities
• Values Exercise
• Business Diagnostic Assessment
4
Agenda for today
• Recap last week – Questions
• Personal Communication Skills Inventory
• Leadership – Developing a Coaching Culture in your company
5
The
Personal
Communication
Styles Inventory
My personal
communication
style
My personal
communication
style
My personal
communication
style
My personal
communication
style
MY PERSONAL
Communication
STYLE
My personal
communication
style
Benefits of the PCSI
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Easy to use.
Provides a simple snapshot of your communication styles.
Makes it easy to build rapport.
Gives others a way to communicate with you.
Can eliminate miscommunications.
Fosters respect for differences.
Gives you the advantage in understanding people.
Creates focused communication.
Shows you how to translate your message to all audiences.
Expands your understanding of your and others'
communication styles.
8
The Director
Likes to be in control
When Coaching Them
Qualities
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Results-Oriented
Leaders
Fast Paced
Visionary
Assertive, Outspoken
Risk Takers
In charge
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Expect a fast pace
Start with the bottom line
Focus on results
Share new ideas
Encourage them to consider
people and results
The Presenter
Loves to talk to anyone,
anytime, about anything
Qualities
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Animated, Energetic
Highly Creative
Loves Acknowledgement
Easily Bored
Over Promise, Under
Deliver (at times)
When Coaching Them
• Make meetings fast, fun,
social
• Emphasize points that make
them look good
• Focus on their importance in
the game
• Provide follow-up for them
• Help them establish a focus
and structure
The Mediator
Personable individual everyone likes
Qualities
• Experts, Knowledgeable
• Extremely Helpful
• Reserved
Communications
• Patient
• Thorough
When Coaching Them
• Keep steady pace in
meetings
• Avoid coercive behavior
• Suggest potential action
steps
• Focus on how the project
will help others
• Enlist their help
• Endorse the value of their
support
The Strategist
Thorough, Painstaking,
Hardworking Tactician
Qualities
When Coaching Them
• Careful Decision Makers
• Likes to think things
through
• Hates to be wrong
• Dislikes making mistakes
• Extremely good followup, follow-through
• Structure Oriented
• Allow plenty of time for
longer meetings
• Present all facts before the
bottom line
• Stay focused on agenda and
recap at end
• Include written
documentation
• Encourage them to lighten
up and include others in
projects
Discovery Questions
The Director
Ask questions about the
BIG PICTURE then lead to
SPECIFICS
The Mediator
Ask questions about OTHERS then lead
to questions about YOU
The Presenter
Ask questions about YOU then lead to
questions about OTHERS
The Strategist
Ask questions about the SPECIFICS
then lead to the BIGGER PICTURE
To summarize…
• The PCSI is a self assessment tool, not a
personality test
• Use the PCSI to understand yourself and others
• “Flex” your style to work more effectively with
other people
• Improve your effectiveness by drawing upon
your own strengths & communicating with
others in ways they can relate to more easily
Leadership –
Developing as a leader
and a coach
15
Self Awareness
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Personality Style – DISC
Communications Style
Your Personal Strengths
Areas you want to improve
Awareness of others –
Colleagues, Direct Reports, other Team
members
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Personality Style – DISC
Communications Style
Their Personal Strengths
Areas you would like them to improve – particularly those you
supervise
Coaching Skills for
Managers
Tools for Creating a Coaching Culture in your Office
Overview
• Why should I do this anyway?
• Creating a Coaching Environment
• Coaching Skills
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Listen
Question
Message
Acknowledge
• The Coaching Conversation Model®
• Role Play
Practice – Practice – Practice
S2
Why Leaders are Coaching…
“How long an employee stays at a company and how productive she is
there, is determined by her relationship with her immediate supervisor.”
Gallop, March 1999
“Employees who rated their bosses’ performance as POOR and said
they were likely to look for a new job: ____” 1999, Spherion & Lou Harris Assoc.
“Employees who rated their bosses’ performance as EXCELLENT and
said they were likely to look for a new job: _____” 1999, Spherion & Lou Harris Assoc
“The #1 reason people quit their jobs is dissatisfaction with their
supervisors, not their paychecks.” 1999, Spherion & Lou Harris Assoc.
S41
Creating the Coaching
Environment
Intention
TRUST
Relationship
Words
Coachable Moment®: “a moment in time when the individual is open to
taking in new information that will effect a shift in his/her knowledge and
behavior”
Coaching Skills
1.
Contextual Listening®
2.
Discovery Questioning®
3.
Messaging
4.
Acknowledging and Celebrating
Contextual Listening®
A method of listening beyond the words
To discern all there is to be heard and
understood
Coach Approach
•Listen for clues
•Ask questions to draw out the context
•Say what you heard to verify your understanding
The Listening Challenge
Are you really listening or
are you just waiting for
your turn to talk?
Coaching Tip
Our knowledge,
experience
and intention …
filter what we hear and
influence what we say.
Discovery Questioning®
A systematic process of asking sharply
focused questions
To help individuals discover for themselves
Coach Approach
•Listen for contextual clues
•Ask questions to promote self-discovery
•Continue to listen and use silence effectively
•Make questions relevant to move the conversation forward
Coaching Tip
Deliver words, questions or
statements using neutral language
Neutral Language:
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is without judgment or blame
does not evaluate
is not about your ego
avoids directing or leading the person to your solution
is centered on facts
supports the person to discover, move forward or re-evaluate
S28 (3-10)
Messaging
Converting what you want to say to a language that
is succinct, neutral and timely
To share your thoughts in a way that opens the possibility
for a shift to occur
Coach Approach
•With trust established, convert what you want to say into:
 a concise question or statement using neutral language
 a message free of personal agenda
•Have an intention to move the person forward.
•Let the message sink in. Use silence effectively.
Messaging
• Make a request – get people to try something
they may think is beyond them
• Identify gaps between the person’s intentions
and their actual behavior
• By providing timely information creates the
opportunity for a shift in thinking
S30 (3-13)
Acknowledging and
Celebrating
Focused feedback to acknowledge, celebrate
or endorse positive contributions, learning
and behaviors
To create an environment of being valued
Coach Approach
•Be genuine and timely
•Pinpoint specific contributions, learning or behaviors
•Identify the personal attributes or strengths displayed
•Use to lighten the intensity of a conversation
Coaching Conversation Model®
Step 1
Establish
Focus
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T
Y
Step 2
Step 3
Discover Plan the
Possibilities Action
Step 4
Remove
Barriers
Coaching Through the Gap
Coaching Skills
• Contextual
Listening®
• Discovery Questioning®
• Messaging
• Acknowledging & Celebrating
The Coaching Conversation Model® is a registered copyright of CoachWorks
International, Dallas, TX USA and is used by CCUI with permission.
Step 5
Y
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G
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L
Recap
The Coaching Conversation
1. Establish Focus
2. Discover Possibilities
3. Plan the Action
4. Remove Barriers
5. Recap
S7 (22)
Step 1 - Establish Focus
• For the meeting
• For the task
• For the gap
S8 (23)
Step 2 – Discover Possibilities
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Ask powerful questions
Quiet your mind
Listen non-judgmentally
Paraphrase
Draw out consequences
Share personal experiences
S9 (24)
Step 3 – Plan the Action
• Guide development of an action plan
• Focus on the desired outcome
• Divide into “byte size” chunks
• Set target dates for completion
• Define parameters to guide actions
• Identify role overlap
• Discuss how this project fits within the organization
S10 (2-5)
Step 4 – Remove Barriers
• Ask questions to explore resource needs
• Clarify actions needed to clear barriers
• Support by ensuring cooperation
S11 (2-6)
Step 5 - Recap
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Ask the individual to review the meeting
Gain commitment to take action
Re-emphasize your support and what you will do
Establish accountability
S12 (2-7)
Live Coaching
• 2 Rounds 7 minutes each)
• A coaches B
• B coaches A
• Timing
• 5 minutes coaching session
• 2 minutes feedback (coach then coachee)
• Scenario
• 1 person plays business owner, 1 plays foreman/team
leader
• Foreman is not adequately leading/monitoring the job &
his team’s performance
S32 (3-18)
The power of an
idea is only in its
implementation…
Implementation Steps
• Review PCSI Material
• Practice awareness and using your communication style
• Try using coaching conversations using the 5 step model
40