Coaching vs managing webinar.ss
•Descargar como PPTX, PDF•
4 recomendaciones•1,853 vistas
How to evolve from a culture of managing, to a culture of coaching
Recomendados
Más contenido relacionado
La actualidad más candente
La actualidad más candente (20)
Destacado
Destacado (18)
Similar a Coaching vs managing webinar.ss
Similar a Coaching vs managing webinar.ss (20)
Más de 7Geese
Más de 7Geese (13)
Último
Último (20)
Coaching vs managing webinar.ss
- 1. Coaching vs. Managing. Do YOU know the difference? How to transition from a culture of managing to a culture of coaching. Webinars
- 2. IT’S NICE TO MEET YOU. Wendy Pat Fong Director of Customer Success Kelly Batke Director of Marketing @7Geese #coachdontmanage
- 3. AGENDA 1. Coaching: What is it? 2. Why does it matter? 3. How to create a coaching process 4. The six questions you must ask your employees 5. How coaching can help you evolve away from annual performance appraisals 6. Example of real-time coaching 7. Q & A
- 4. WHAT IS COACHING? “One person guiding another through a process, leading to performance enhancement” “Unlocking a person’s potential to maximize their own performance” “The art of facilitating the performance, learning and development of another” “Coaching is about developing a person’s skills and knowledge so that their job performance improves, hopefully leading to the achievement of organizational objectives.”
- 5. WHAT IS COACHING? “The difference between a leader who gains commitment from employees and one who only gains compliance is coaching.” — Dr. Lios Frankel
- 6. WHY COACHING? + Overcome costly and time-consuming performance problems + Strengthen employees’ skills + Increase employee engagement + Improve retention
- 7. WHY COACHING? Coaching is not just another fad, but rather an evolution and shift on how we lead people.
- 8. COACHING MANAGING Constant communication Infrequent communication Asking employees what to do Telling employees what to do Listening Doing all the talking Interested in employee Interested in company or themselves Brings up mistakes in real time Waits for performance review to bring up mistakes
- 9. WHAT MAKES A GOOD COACHING SESSION?
- 10. PREPARE! Share the session topic prior to the session Don’t blind side them Give them time to prepare Do your homework
- 11. MAKE IT, AND KEEP IT EMPLOYEE DRIVEN! Listen to what is said Pay attention Don’t control the conversation
- 12. BE COMMITTED Make the time to make it happen Establish a frequency Create an action plan Take accountability
- 13. FOCUS ON THE FUTURE Don’t dwell on old mistakes Ask your employees what they learnt Apply learnings to future Empower your employees
- 14. SET CLEAR AND SPECIFIC GOALS Find a goal methodology that works Make the expectations specific Track goal progress Make the goals challenging
- 15. SIX QUESTIONS TO ASK
- 16. SIX QUESTIONS TO ASK 1 WHERE ARE WE GOING?
- 17. SIX QUESTIONS TO ASK 2 WHERE ARE YOU GOING?
- 18. SIX QUESTIONS TO ASK 3 WHAT IS GOING WELL?
- 19. SIX QUESTIONS TO ASK 4 WHAT ARE KEY SUGGESTIONS FOR IMPROVEMENT?
- 20. SIX QUESTIONS TO ASK 5 HOW CAN I HELP?
- 21. SIX QUESTIONS TO ASK 6 WHAT SUGGESTIONS DO YOU HAVE FOR ME?
- 22. TRANSITIONING AWAY FROM ANNUAL PERFORMANCE REVIEWS
- 23. PERFORMANCE REVIEW PROBLEMS YEARLY REVIEWS COACHING Infrequent communication Constant communication
- 24. PERFORMANCE REVIEW PROBLEMS YEARLY REVIEWS COACHING One-sided Employee-driven
- 25. PERFORMANCE REVIEW PROBLEMS YEARLY REVIEWS COACHING Demotivating Motivating
- 26. PERFORMANCE REVIEW PROBLEMS YEARLY REVIEWS COACHING Time-consuming Already done
- 27. PERFORMANCE REVIEW PROBLEMS YEARLY REVIEWS COACHING Managers don’t know employees Constant coaching creates familiarity
- 28. PERFORMANCE REVIEW PROBLEMS YEARLY REVIEWS COACHING Doesn’t drive performance Helps the employee and the organization
- 29. FINAL WORDS OF ADVICE + Think like a coach + Establish a frequency of check-ins + Create a good atmosphere + Always be open for feedback
- 30. EXAMPLES
- 32. Try 7Geese Now! 30-day free trial - no risk. www.7Geese.com
- 33. Q & A
- 34. THANKS FOR JOINING! A recorded version of this Webinar will be available on our blog at blog.7geese.com Webinars
Notas del editor
- Hello everyone and welcome to our webinar: Coaching vs. Managing. Do you know the difference? We are going to talk about how to transition from a culture of managing to a culture of coaching.
- My name is Kelly Batke, I am the Director of Marketing for 7Geese. 7Geese is a social performance management platform for coaching, continuous feedback, goal tracking, and recognition. Sitting alongside me is our Director of Customer Success, Wendy Pat Fong. Wendy has helped dozens of our customers transition from a culture of management to one of coaching, and continuous performance management. Just a quick reminder that yes, this webinar is being recorded, and I will be sending out the recording within the next day or so.
- So for our agenda we are going to talk about…
- Coaching has many many definitions—depending on the context. When I researched coaching I found several different definitions; and they vary between “regular” coaching, coaching psychology, co-active coaching (an a-theoretical model!); and executive coaching. The common theme these definition share is the helping or guiding to maximize performance.
- This is a great quote from Dr. Lois Frankel, a bestselling author and executive coach. To me this really highlights how the most effective leaders see themselves as being coaches and leaders rather than managers or supervisors.
- There are a lot of reasons that you should choose coaching over managing, but to highlight some of the main ones: Overcome costly and time-consuming performance problems: many companies still rely on their annual performance to evaluate their employees’ performance. By integrating coaching in your organization, you can identify performance problems easier and quicker, and take the appropriate measures to overcome these hurdles such as re-aligning the employees’ objectives, or offering training/mentoring to help your employees succeed. We are going to get more in depth on this later towards the end of this presentation. Strengthen employees’ skills: Coaching allows employees to gain valuable skills and knowledge from their coach. Coaching also provides you with how the employees are performing; by following up with their progress, you may discover that they possess skills that you were not aware of. This is all about identifying the competencies of your team and taking the initiative to strengthen these skills. Employee engagement. Employees who are coached feel happier and are committed to the organization…which brings me to the final point Improve retention: when employees are coached, they feel supported and encouraged by their manager and their organization. Employees are more likely to stay in your organization if they feel that their voice is being heard by you and senior management.
- So I want to point out that coaching is NOT a fad. This isn’t something that ONLY millenial workers will benefit from, --although having said that, Gen Y is a group that grew up wanting and benefitting from constant feedback.
- So if you are feeling a little fuzzy over the line between coaching and managing, this visual really breaks down and highlights the differences. If you have ever worked for a micro-manager, you most likely can relate to everything on the right hand column.
- So if the concept of coaching feels a little foreign, we are going to break it down and walk you through some of the best practices for a coaching session. For a lot of us coaching doesn’t come naturally. and that’s ok because it’s definitely something that can be learned.
- Share with your employees in advance of what the topic of the session is. The worst thing you can do is blind side your employees, and get off on the wrong foot. You do not want to be in a situation where the employee, not knowing what the purpose of the meeting is, starts to feel cornered and threatened. By creating an agenda, employees feel less threatened, as they know what the purpose of the meeting is. Also you want to do some homework ahead of time to. If the session is related to performance, make sure you have the data you need, or have talked to other team members that may play a role in an employee’s responsibilities. Or maybe your session is related to coaching them on their career. Be ready to have the right conversation.
- It is super important to keep your coaching sessions employee driven. This is about you telling them what to do, this is about them talking and you listening. Listen to what is said. Also, take notes. It will help you remember the important points of the conversation and is useful for follow-up sessions. It is also a way to show the employees that you are listening to them. Pay attention to your employees’ achievements and struggles. You are a coach i.e. you bring out their potential to be the best by empowering them to find the best way to achieve their goals. A 1:1 coaching session is the golden opportunity for your employees to have a voice. It is their time to talk about what motivates them at work, what they want to improve on, and ask for feedback. Your job is simple: LISTEN.
- Being committed involves creating a rigorous process around what comes out of a coaching session. Coaching sessions become counterproductive when both parties are not committed, so make the time and make it happen. You might want to also establish a frequency for when this happens. It might help you stay committed. And from there you need to create an action plan.1:1 coaching sessions become a waste of time when nothing comes out of it, so make sure you create an action plan.— and then make sure you hold employees accountable. There is no point in developing an action plan if the employee is not being held accountable for and if the manager does not have any interest in making sure that the employee is working on it. Take full accountability to help your employees reach their highest performance i.e. if you offer support, make sure that you deliver on your promises.
- It is easy to get stuck in the past, talking about past behaviours or past performance. Many managers who do not have the right information on their employees’ achievements and goals often go on a tangent during coaching sessions, making them counter productive. SO Whatever you do, don’t dwell on past mistakes. If you find it necessary to bring up a past problem make sure you tie it into a learning for the future. In other words ask your employees what they have learnt and how they can use that learning to improve themselves. The goal of a coaching session is for your employees to come out of it feeling empowered and trusted that they are on the right track to be the best. By focusing on the future, you are telling your employees that you believe in their abilities in the long run.
- One of the best ways to ensure accountability on both sides is to set clear and specific goals. So you will want to have a process to do this. We use a goal methodology called OKRs, if you aren’t familiar with OKRs, it’s a concise goal setting process made famous when Google used it to set and achieve some ambitious goals. If you want to learn more about that, visit our website… we have a lot of literature on it. The key results are negotiable between the manager and the employees as you want to set objectives that are attainable but yet challenging. OKRs set a clear roadmap for your employees. They know exactly what the end results should look like, and decide themselves how they want to reach their objectives. Regardless of the goal setting process you use, you will want to ensure your employees goals are specific, that way when you sit down for the one on one, it’s easy to identify any potential problems, and then suggest a solution. … Have a way to track the progress of employees’ goals. Schedule follow up sessions to catch up on the current status of the progress and whether your employees need support from you and the organization. And finally, its super important that your employees have goals that are challenging. Yet, when I say challenging, I also mean attainable. It’s what is often referred to as a stretch goal. Stretch goals really play well into 1:1 because it’s all about empowering and encouraging your employees to challenge themselves, pushing their limits for a better performance.
- So now that we have discussed the framework and expectations of holding a coaching session, we are going to dive into the specifics, so I want to share with you the six questions that you need to ask your employees during a one on one. Coaching is not only about giving positive and constructive feedback. It is a chance for executives to gather suggestions from direct reports on the bigger picture. Marshall Goldsmith, best selling author of What Got You Here Won’t Get You There? talks about using Six-Question process for better coaching. He recommends executives to conduct one-on-ones quarterly with their direct reports to focus on understanding disagreements with the company’s strategic alignment. But this process can be applied to all levels of the organization, and in different frequencies.
- Asking your employees “Where are we going?” may not seem like an obvious question to ask your employees, but this is an underestimated opportunity to get input on where the organization should be going. At some point all of us have looked too closely at our workplace and been unable to see what the solutions can be. We get stuck in looking at something the same way. Well, by asking our employees “where are we going” It also helps to ensure that strategic objectives set by each member of the organization are in alignment with the company’s vision. Employees have the opportunity to come up with new ideas and share them with the executive teams. They also may have better insights on how the organization is doing since they are the primary contact with customers.
- So this question speaks to both the team and individual level. For the team: What are they trying to achieve to support the company’s mission, vision, and goals? The second level is the employees goals and priorities. Knowing where your employees are aiming towards can help you build your succession pipeline.
- Ask your employees what they think the organization as a whole is doing well and what their teams have been doing well. Recognize them for their achievements and contributions to your overall objectives. You may have missed out on some positive accomplishments and this is the perfect setting to learn about them.
- Encourage employees to provide constructive suggestions for the future. You should pick the key opportunities for improvement and focus on them for the quarter. Next, ask your employees, “If you were your own coach, what suggestions would you have for yourself?” By listening to their suggestions, you can then modify your own suggestions to better reflect the strategic objectives of the company.
- By listening to your employees, you can provide the appropriate support to ensure that their suggestions are being implemented. You can also participate by suggesting approaches and asking whether the approach will be helpful to them. Improvement and success is not measured by the frequency, but the quality.
- This question makes the one-on-ones a two-way conversation. Employees are going to be more willing to be coached when they know it is a two way street. Employees WILL talk about you regardless, but this opportunity allows to understand their concerns…. and HOPEFULLY actually do something about it. Now as you’ve probably noticed, all of these 6 questions are open ended and facilitate good conversation. What we don’t want are questions that ask “Why aren’t you hitting the same targets as your colleagues?”... or “Why are you so behind on all your projects.” Again, the point is to make your employees feel supported-- not criticized.
- So earlier I touched briefly on performance reviews and you might be wondering what this has to do with coaching… Well frequent 1:1 conversations between managers and employees are not only one of the best ways to develop a culture of continuous coaching, but it basically replaces what a lot of companies seek to get out of an annual performance review process.
- So this is where coaching really has the biggest impact replacing performance reviews. One of the the biggest pains with performance reviews is that it happens once a year. Well, as I always say, employee communication is an ongoing process, not a one time event. Meanwhile, coaching is constant and continuous.
- Performance reviews are also often one-sided. They usually consist with a manager telling you how they think you did. This makes them very subjective, and most of us feel lost. We end up thinking “Does this manager even know me?!”. Whereas coaching is truly driven by the employee,--it’s the employee that says “Hey, this is what I want to talk about… this is where I am with this project, and this is where I need your support”
- Im pretty sure most of us have never looked forward to a performance review. Even when we end up getting a good review, the whole process is still a little agonizing …. and demotivating, mainly because we often feel unsupported in a performance review. But with coaching, it’s a real opportunity to rally behind your employees and let them know that you have their back and that you support them. And that’s super motivating.
- Managers see performance appraisals as being a burden. Their lack of interest affects employees as the performance appraisals become a formality to get the appropriate information to fill out the necessary forms. Employees get nothing out of the performance appraisals other than their total ratings for their annual performance.---- with coaching, it’s already done. You’ve had those necessary discussions with your employees, and even if you did need to track something on paper, you arent struggling to come up with something.
- Like I was saying with the infrequent communication, in a performance review it’s once a year, so here we have this scenario where a manager ‘checks in’ annually with his employee, and then realizes he doesnt know his employee… which is frustrating for not only the manager, but for the employee. Whereas when you are coaching an employee, you know them. You talk to them ALL the time…. and it isnt awkward… because whats awkard about a conversation you have all the time. Nothing.
- The bottom line is that annual employee reviews do nothing to drive personal or company performance. It’s a process that a lot of companies and HR people feel bound to-- yet it isn’t helping the company, and it definitely isn’t helping the employee. Yet when employees are coached, and assuming their goals are being checked and they are being held accountable, well that delivers real output.
- Think like a coach – Think of professional coaches out there-- they share their objective with the team, observe the players during games, and then provide feedback on how they can improve. For the next game, all the players start the game knowing what to do differently. As a coach, there is no way you will wait for the end of the season to sit your players down and give feedback. The same applies to your organization. If you wait for the annual performance appraisal period, you and your employees are missing out on opportunities to improve. Establish a frequency and duration for one-on-ones. Some people aim for 30 minutes with each employee…. and yes, this can be very time consuming, but this is less about “show me what you are doing”, and more about “Is what you are working on aligning with the department and organizational objectives.” --And again, a lot of this is about eliminating that Big Brother feeling, and instead helping to motivate your employees. Create the right atmosphere. It’s all about making them feel relaxed and comfortable. This may or may not be your office, but I would suggest going somewhere neutral, where a large desk is not a barrier in between you. The point is to create an atmosphere where people feel comfortable sharing their feedback. Also, we aware of body language. Have an open presence by sitting facing them with arms uncrossed. Be open and receptive to what they have to say. Make eye contact to show them that you are actively listening and that you are genuinely interested in what they are saying. Be respectful and do not look at your phone or watch throughout the session. Be open to feedback. Depending on how you currently manage, it can take time for you to evolve from managing to coaching. Your 1-on-1 coaching sessions are excellent opportunities to have a private discussion on how you can improve to be a better coach. Readjusting by letting go of control is a process. It takes time for you to find the right way to support your team. Do not be discouraged. Listen to what your team has to say and ask for support whenever you need it. You will find the right coaching style by trial and error.
- So now I am going to show you an example of how coaching can look in real time. In our last webinar, I completely exposed myself by showing my own goals… what I achieved, and what I failed to achieve, SO keeping with that theme of transparency…. I want to show how we use continuous coaching at 7Geese
- So, first of all, I want to say how grateful and lucky I am that I dont have to have performance reviews at 7Geese. And this is why. What you are looking at here is from what we call our 1 on 1’s view. It allows my manager to have one on one discussions with me. As you will notice this is all 100% employee driven. So in this particular case my manager sends out a message to a few of us reminding us to complete our 1 on 1s. So, here is me answering the questions.
- So that concludes the presentation part of the webinar, but before I open it up to Q & A I would like to remind you that if you would like a personal walk through of the 7Geese platform please go to our website www.7Geese.com or email Wendy at Wendy@7Geese.com. And finally, we do have another webinar coming up…. its all about employee recognition.
- Ok, so let’s head to Q & A….
- Ok, so let’s head to Q & A….