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Next-level Coaching: Breaking the Law of Limited Performance

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Next-level Coaching: Breaking the Law of Limited Performance

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Coaching is key to helping managers achieve long-term organizational learning outcomes. But myths and misconceptions about coaching often limit managers’ effectiveness – and, ultimately, the performance of the people they should be coaching. Learn how to break the law of limited performance. Help your managers uncover their fundamental motivations for coaching, and give them the tools to develop a more productive leadership style.

Coaching is key to helping managers achieve long-term organizational learning outcomes. But myths and misconceptions about coaching often limit managers’ effectiveness – and, ultimately, the performance of the people they should be coaching. Learn how to break the law of limited performance. Help your managers uncover their fundamental motivations for coaching, and give them the tools to develop a more productive leadership style.

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Next-level Coaching: Breaking the Law of Limited Performance

  1. 1. Breaking the Law of Limited Performance Not to be used in training without prior permission from Integrity Solutions
  2. 2. Tips for the Webinar (800) 263-6317 Tweeting? Please use these tags: @Sell_Integrity and #TIwebinars
  3. 3. Training Industry Webinars (800) 263-6317 Tweeting? Please use these tags: @Sell_Integrity and #TIwebinars For More Info/To Register/To Access Archive: Search “Webinars” or “On Demand” at TrainingIndustry.com.
  4. 4. Today’s Presenters StevedeBree Lisa Bullock
  5. 5.  Business and Management Drivers for Success  “Myths” and Other Factors that Impact Managers’ Success  The Impact of The Law of Limited Performance – And How to Solve  Shifting Management Mindsets and the Coaching Culture – Critical Steps for Achieving Business Results What You’ll Discover
  6. 6. Bridging the Talent Gap  77% of senior executives surveyed said frontline managers are fundamental to achieving business goals.  Only 20% of senior executives believe frontline managers are capable of developing talent. Harvard Business Review Services Report
  7. 7. What challenges are we trying to solve? POLL: Select top two  Managing competitive pressures  Challenged to do more with less  Lacking accountability with low employee productivity  Developing an engaged workforce  Moving the needle on sales and/or business results
  8. 8. HOW ARE MANAGERS RESPONDING TO BUSINESS CHALLENGES?
  9. 9. HOW ARE MANAGERS RESPONDING TO BUSINESS CHALLENGES?
  10. 10. POLL: Select top two  I turn up the heat, and they JUMP!  I’ll ask my high performers to step up, to help me hit goals.  My job is to take up the slack for low performers.  I tell them what they are doing wrong, it’s JUST not working!  My people have plateaued, they’ll never change. Managers’ Beliefs Causing them to fall short
  11. 11. My primary job is to run the business. I don’t have time. My job is to troubleshoot. How am I going to get the real work done if I’m out there coaching?
  12. 12. Coaching isn’t a priority. They don’t pay me to coach; I just have to hit the numbers. I can’t fit coaching into my schedule. It isn’t going to impact my success as a manager.
  13. 13. It’s not part of our culture. We coach once every year… My leader doesn’t coach me. They either sink or swim in our company.
  14. 14. Coaching is confrontational. I don’t want to say something I’ll regret. There’s going to be a looooong argument. I hate getting pushback.
  15. 15. Half of my employees have plateaued. There’s really no hope for improvement. I’ve told them what to do – what else can I say? You get what you get.
  16. 16. Law of Limited Performance People soon discover the level of performance managers will settle for and then gravitate to that level. Managers then assume that’s all people are capable of achieving, so they accept it as fact and quit challenging them to get better. So, both reinforce what the other believes.
  17. 17. Where is it? How do we tap into it?
  18. 18. Three Dimensions Creative/ Unconscious I AM EmotionalI FEEL IntellectualI THINK
  19. 19. How We Form Beliefs . . X . . . . . .
  20. 20. How We Form Beliefs . X .. . . . . . Actions Feelings Behaviors Abilities . . .... .
  21. 21. How We Form Beliefs . . X . . . . . . Actions Feelings Behaviors Abilities .. Performance tends to be consistent with the level of our inner beliefs.
  22. 22. The Prime Directive of Coaching ... . . . . . Actions Feelings Behaviors Abilities . ... . . .. . Coaching is improving performance through building people and continually developing their potential.
  23. 23. 5 Steps for Breaking Through 1. Ask open ended questions. 2. Listen for perceived limitations and current belief boundaries. 3. Set incremental goals just beyond those boundaries. 4. Use praise to reinforce success. 5. Treat failure as learning.
  24. 24. Shifting Management Focus Support Employee Growth and Success Understand Employee Viewpoint and Constraints Develop Future Focused Conversations Create Employee Self Discovery
  25. 25. Perspective Why? How? Support Employee Growth and Success Increases engagement and bench strength • Express a genuine desire to help the employee succeed • Ask open-ended questions on employee aspirations Understand Employee Viewpoint & Constraints Identifies the root cause of challenges, either business specific or behavioral • Create an environment of trust, without judgment • Ask open-ended questions regarding challenges • Use follow-up questions to uncover root causes Develop Future Focused Conversations Develops a shared purpose of delivering on goals and objectives • Link employees’ actions with organizational goals • Look for future possibilities, versus “gotcha” conversations • Ask questions that tap into employee creativity Create Employee Self Discovery Ignites intrinsic motivation & new solutions • Ask employee to come up with their own solutions • Avoid jumping to telling them your solution • Flush out options and accountabilities with questions
  26. 26. Shifting Management Mindsets Employees will rise to meet your expectations of them. From Towards Understanding causes of employee behavior. Seeking to understand what’s important to employees. Stretching employee belief boundaries. Limited belief in others. Making assumptions about behavior. Pushing your agenda. Making assumptions about whether people really change.
  27. 27. What are your managers’ key coaching challenges? POLL:Select top two  Shifting their view of coaching  Conducting conversationsconfidentlyand competently  Creatingan atmosphere of trust  Making coaching a priority  Believingin a greaternumber of their employees
  28. 28. Coaching Pays Off! “Coaching-enabledfirmsachievean11%higherbetterteamsales quotaattainment,a14%shorteraveragesalescycle,dropping turnoverby3%.” AberdeenGroup:Let’sMakeaDeal,Best-In-ClassCoachingCanShortenYourSalesCycle “Incompanieswherebothleadersandmanagersareperceivedby employeestobeeffective,72%ofemployeesareengaged.” TowersWatson:GlobalWorkforceStudy “Organizationswhoeffectivelypreparemanagerstocoachexperience 130%strongerbusinessresultsand39%higheremployeeengagement andproductivity…Whencoachingstartsatthetop,businessresults increasebyanadditional21%.” Bersin&Associates:High-ImpactPerformanceManagement:MaximizingPerformanceCoaching
  29. 29. “The only way we grow as leaders is by stretching the limits of who we are—doing new things that make us uncomfortable but that teach us through direct experience who we want to become. Such growth doesn’t require a radical personality makeover. Small changes—in the way we carry ourselves, the way we communicate, the way we interact—often make a world of difference in how effectively we lead.” HERMINIAIBARRA CoraChairedProfessorofLeadershipandLearning ProfessorofOrganizationalBehavioratINSEAD
  30. 30. integritysolutions.com twitter.com/Sell_Integrity linkedin.com/company/integrity-solutions-llc slideshare.net/IntegritySolutionsTraining More from Integrity Solutions “Our clients say…We become part of the way they do business.”  Performance Improvement Solutions Leadership and Coaching, Sales, Service, Communication  Proven behavior change process Addresses both skill and will issues of performance improvement
  31. 31. Upcoming Webinars For More Info/To Register/To AccessArchive: Choose theWebinar tab atTrainingIndustry.com. March 10: Transitioning From Sales Star to High-impact Sales Manager March 17: Disrupting Development Centers: A New Approach
  32. 32. Thank You! On behalf of TrainingIndustry.com, thanks to: Today’s speakers: Steve and Lisa Our sponsor: Integrity Solutions And…all of you for attending! Questions or Comments? Please contact Amanda Longo: alongo@trainingindustry.com To reach Integrity Solutions: Please email us at info@integritysolutions.com OR Call us at (800) 646-8347

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