Participant Manual
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Coach for Performance Improvement
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Copyright © 2008, 2009 Dale Carnegie & Associates, Inc. 290 Motor Parkway Hauppauge, New York 11788
All rights reserved. Except as permitted under the U.S. Copyright Act of 1976, no part of this publication may be reproduced, distributed, or transmitted in any form or by any means, or stored in a database or retrieval system, without prior written permission of the publisher. Printed in the U.S.A. ISO-405-PD-PM-1502-V1.0.1
Coach for Performance Improvement
At the completion of this module, participants will be able to: • Describe the Cycle of Growth and Change and how it relates to training • Apply the steps of the Coaching Process to improve performance in others
Overview
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• Identify additional approaches to develop people
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If accountability starts with clearly defined performance objectives, then the leader measures individual and group contributions against that end, working diligently to close the gaps. Holding others accountable to their goals provides opportunities for growth, learning, and ongoing motivation.
The tools provided in this session close the gap between expected performance and actual results. After completing this session, we will coach for improved performance following a step-by-step process.
“Use encouragement. Make the fault seem easy to correct.”
—Dale Carnegie
Coach for Performance Improvement 1
Cycle of Growth and Change
More Coaching
Need To
Feedback
Want To
Follow-Up
Can Do
Accountability
Motivation Gap
Measurement
Habit
Attitude
Show Me How
Skill
Knowledge
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Recognition
Will Do
Fundamentals
Right Practice
Concepts
With Strong Coaching
Principles
Knowledge Trap
Notes
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Coaching to Improve Performance
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A working definition of coaching:
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To be effective, a coach:
The consequences of not coaching for improved performance are:
Some conditions for a coaching session to be effective are:
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The Coaching Process
Identify Opportunities
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Picture the Desired Outcome
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Establish the Right Attitudes Provide Resources
Practice & Skill Development Reinforce Progress Reward
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The Coaching Process
Step One
Identify Opportunities There are five ways to identify opportunities: 1. You identify an opportunity for another person. 2. The person identifies an opportunity for themselves. 3. A customer, vendor, or outsider identifies an opportunity.
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4. You identify new skills needed within your team.
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5. A situation creates an opportunity.
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• These different opportunities may arise due to a new need, taking on a new job that requires a new skill, taking a project that requires a new skill, or the outcome of a performance review, a need identified after a mistake occurs, etc. • Multiple opportunities arise for people on your team. Prioritizing becomes essential in order not to overwhelm people. • Jot down some opportunities that you see for yourself or others in your workplace. Are you the right person to point out these needs? What is the best way to do so?
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Picture the Desired Outcome
Step Two
Once the opportunity is identified, it is important to take the time and pinpoint what the situation will look like when the gap is filled. This is the step that many people skip or don’t develop fully, which can lead to confusion, misunderstanding, and frustration for all involved.
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One of the most important concepts in coaching is having a vision or end goal in mind. Without that, people often lose sight of the importance of making the needed changes. How we create this picture of the possibilities is the central component of this step in the Coaching Process.
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People with a clear vision of the end result of coaching tend to move in that direction more quickly than those without. But, it is critical that the goal be owned by both the coach and the trainee. Without that sense of ownership, motivation may be lost. We focus on motivation and buy-in even more in the next step of the process, but this is where direction and motivation really begin.
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Establish the Right Attitudes
Step Three
How well we know our people may determine how quickly we know that we have the right trainee for the job and how they are motivated. This step is a critical part of the coaching process. Without it, we spend a great deal of our time just overcoming resistance.
Fo R r Pa ep Sa ss rod mp w uct le R or ion ev d Pr iew Pr oh O ot ibit nly ec ed !
We often hear that people resist change. It isn’t true. People resist change when they 1) don’t see the need, 2) don’t want to do it, or 3) believe that the change is not possible for them. Whenever people are asked to change without their buy-in, we create resistance.
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In this step, we focus on some of the skills required to minimize resistance and move through the Coaching Process with less friction. These skills are: • Leadership
• Building trust
• Communication
• Getting commitment vs. compliance
Strengthen Relationships Enhance Relationships and Build Trust
Don’t criticize, condemn, or complain.
Give honest, sincere appreciation.
Arouse in the other person an eager want.
Become genuinely interested in other people.
Smile.
Remember that a person’s name is to that person the sweetest sound in any language.
Be a good listener. Encourage other to talk about themselves. Talk in terms of the other person’s interests.
Make the other person feel important— and do it sincerely.
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Provide the Resources
Step Four
• In order for the coaching process to be successful, it is important the appropriate resources be available. This includes time and, most importantly, a personal commitment to succeed by all involved. • Other resources may include money, equipment, training, information, and upper level buy-in and support.
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Practice & Skill Development
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• Ensure that the appropriate resources are in place and available. Nothing is as frustrating as being promised something and then not getting it. It can make everyone feel like they have been set up to fail.
Step Five
Once the resources are in place and the correct skill set has been identified, explained, and demonstrated, it is now time for the trainee to practice and apply what has been learned. In order for knowledge to evolve into a skill, we practice it and perfect the skill with the help of a coach, to ensure that we are practicing the new skill and not the old habit.
Practice also allows the coach to identify strengths and opportunities for improvement. Some of the points to consider here are: • How to encourage others to success
• How closely to monitor and when to let go
• How to hold others accountable for progress
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Step Six
Reinforce Progress
Making progress is one thing, but without a way to reinforce it and keep it in place, people may quickly go back to the way they did things before. One of the biggest fallacies managers hold to is the assumption that if people know something, they will do it. People don’t do what they know; they do what they have always done.
• Empowering people to get results after they have learned new skills
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• Giving the right kind of feedback
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Some of the skills we must look for in reinforcement of coaching are:
• Following up
• Handling nonperformance issues
• Handling mistakes and people who get off track
We look at these issues and ways to ensure that people keep the ground they gained through our coaching.
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Reward
Step Seven
One of the best ways to cement growth and progress is to reward it. What we reward gets repeated. What gets repeated becomes habit.
• Praise and recognition
• Positive feedback techniques
• Recognizing people’s strengths, as well as accomplishments • Having the right credibility and impact in the delivery
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Some of the skills we put into coaching in this step of the process are:
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Change is uncomfortable. That is why people often revert back to their former ways quickly, if reinforcement and reward are not there. Habit is stronger than knowledge. To ensure change happens quickly and is kept in place as long as needed, celebration and reward are important.
Techniques You Can Use to Develop People
Job Experience Regular Job Activities
Broadened Experience • Job rotation
• Try-out experience
• Cross-training
• Discussing communications
• Lateral transfer
• Setting standards
• Participation in policy development
• Discussing appraisals
• Multiple management opportunities
• Discussing performance
• Staff meetings
• Discussing interpersonal relationship issues
• Special work assignments and projects
• Counseling
• Temporary duty assignments
• Feedback
• Acting assignments (for those on vacation or sick leave)
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• Guided experience or coaching
• Assistant to chief positions • Understudy technique
• Committee assignments • Task force work • Field trips
• Tours and visits • Mentoring
• Observational assignments
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Techniques You Can Use to Develop People (continued)
Formal In-Service Training • Management seminars • Specialized training courses
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• Case study discussions
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• Interviewing techniques
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• Public speaking courses
• Attendance at conferences and meetings on technical or management subjects • General administration (executive) training courses • Luncheon meetings with speakers on management • Customized Dale Carnegie Training®
“It is only as we develop others that we permanently succeed.”
—Harvey S. Firestone
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Techniques You Can Use to Develop People (continued)
Self-Development Professional & Civic Activities • Holding office in civic organizations and professional societies
• University courses in: —Management subjects —Liberal arts
• Committee work
—Writing
• Attending, participating in and organizing conferences, conventions, workshops, symposia, and institutes
—Public speaking
• Writing articles • Teaching
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• Participating in community affairs
Educational Activities
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—Reading improvement —Technical subjects
• Correspondence courses • Extension courses • Book club
• Reading in management subjects • Foreign travel and study
• Leave of absence for advanced academic work
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Gain Willing Cooperation Win People to Your Way of Thinking The only way to get the best of an argument is to avoid it.
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Show respect for the other person’s opinion. Never say, “you’re wrong.”
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If you are wrong, admit it quickly and emphatically. Begin in a friendly way.
Get the other person saying “yes, yes” immediately. Let the other person do a great deal of the talking. Let the other person feel the idea is his or hers. Try honestly to see things from the other person’s point of view. Be sympathetic with the other person’s ideas and desires. Appeal to the nobler motives. Dramatize your ideas.
Throw down a challenge.
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Commitment to Gain Increased Cooperation Person from whom I need willing cooperation:
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How this relationship is important to my vision:
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The breakthrough I desire:
The principles that contribute to this breakthrough:
Specifically what I am going to do differently:
My first step is:
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Summary The two most useful ideas I gained: 1. 2.
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Application opportunities:
Specific actions I will take:
Business impact:
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Notes
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Notes
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