After the session the participants are better able to: • Manage their employees differently based on their individual personalities, level of work experience and confidence. • Increase retention through improved communication and feedback with individual employees. • Achieve better results with their team through improved coaching and feedback skills.

1. Coaching Skills
Developing People Through Better
Feedback
Hanno Jarvet

2. Agenda
1. What is Coaching?
2. Coaching and Feedback
3. Coaching negative, unmotivated and
“problem” employees
4. Coaching and Developing employees
5. Practice
www.jarvet.com

3. Expected results
After the session the participants are better able to:
• Manage their employees differently based on their individual
personalities, level of work experience and confidence.
• Increase retention through improved communication and
feedback with individual employees.
• Achieve better results in their team through improved coaching
and feedback skills.
www.jarvet.com

4. COACHING 101 POP QUIZ
1. What happens when an employee's undesirable behavior isn't
addressed?
a. It continues.
b. It continues.
c. It continues.
2. What happens when an employee's desirable behavior isn't noticed and
praised?
a. It continues for a while.
b. It stops.
c. The employee is self-motivated enough to continue the behavior whether or
not you give positive feedback.
www.jarvet.com

5. Theory of Competence
www.jarvet.com

6. Seven Famous Excuses for Not
Coaching Employees
1. l Don't Know How to Give Feedback.
2. I Don't Have Time to Give Feedback.
3. Feedback Does not Work.
4. Employees Aren't Receptive to Feedback.
5. Don't Want to Be Negative.
6. l Don't Know What I Should Coach Them On.
7. l Trust Them to Manage Themselves.
www.jarvet.com

7. Benefits of Coaching to the
Team Leader
• Get Things Done Faster and overcome
challenges
• Get More Visibility
• Get More Respect
• Get More Time
• Get More Job Satisfaction
• Reduce your Stress
• Become known as the developer of people
www.jarvet.com

8. Benefits to the Organization
• Increase retention rate
• Improve problem solving
• Increase the quality of work
• Empower employees
• Diffuse conflict
www.jarvet.com

9. COACHING AND FEEDBACK
(TACTICAL)

10. Situational Leadership
Paul Hersey, Ken Blanchard

11. Situational Leadership
Steps in Situational Leadership
1. Make an overview per employee of his/her tasks
2. Assess the employee on each task (D1…D4)
3. Decide on the leadership (management) style per task
(S1…S4)
4. Discuss the situation with the employee
5. Make a joint plan
6. Follow-up, check and correct

12. 7 Fundamentals of Feedback
1. Be specific
2. Focus on performance, not personality
3. Focus on behavior that can be changed
4. Keep it simple - and sincere
5. Give feedback as soon as possible
6. Pay attention to your body language
7. Avoid the ambush approach
www.jarvet.com

13. How to Praise – “BET”
B - Behavior
• Tell the employee what, specifically, he or she is doing that is valuable.
This identifies the desirable behavior so that the employee can continue it.
E - Effect
• Tell the employee how that behavior made a positive contribution to the
outcome of the call, the company's bottom line, or anything else. This step
explains to the employee why that specific behavior is so valuable.
T - Thanks
• Thank the employee for his or her contribution. There are lots of ways to do
this: the important thing is to show your appreciation and to encourage the
employee to keep up the good work.
www.jarvet.com

14. How to Correct – “BEES”
B - Behavior
• Point out the behavior that you want to correct. Remember to be specific.
E - Effect
• Explain what effect that behavior had on the customer, the outcome of the
call, the company's goals, and so on.
E - Expectation
• Tell the employee what you expect him or her to do differently. (This is
where your preparation comes into play.) Be sure to keep your
expectations realistic.
S - Secure Commitment
• Secure a commitment from the employee to try what you've asked. This
step is essential because it's where you get the employee to verbally
commit to what you're asking him or her to do.
www.jarvet.com

15. COACHING NEGATIVE,
UNMOTIVATED AND “PROBLEM”
EMPLOYEES

16. Ten Tips for Communicating
with Problem Employees
1.
2.
3.
4.
5.
6.
7.
8.
Deal with the issue right away
Discuss the issue privately
Stay calm and poised
Allow the employee to vent
Empathize
Focus on the issue, not the person
Find common ground
Point out alternative ways (or the employee to express him- or
herself)
9. Always give the employee an “out”
10. Focus on a solution
www.jarvet.com

17. Two – Way Coaching
Troubleshooting
1.
2.
3.
4.
5.
Describe the behavior
Explain the effect of the behavior
Ask for an explanation
Suggest/solicit solutions and show support
Develop an action plan for correcting the behavior
Negotiating
1.
2.
3.
4.
State both sides of the issue
Ask for suggestions
Accept solutions or offer alternatives
Reach agreement
Warning
1.
2.
3.
4.
State the issue
Ask for anexplanation
Describe the consequences of noncompliance
Secure commitment

18. COACHING AND DEVELOPMENT
(STRATEGIC)

19. The ‘GROW’ Model
GOAL
What do you really want?
REALITY
What is happening?
OPTIONS
What could you do?
WAY FORWARD What will you do
now?
www.jarvet.com

20. The Process ...
Start with the end in mind.
GOAL
S
Preferred Future
+
Reason
Agreed result
www.jarvet.com

21. Listen and Uncover
They give specific examples
of where they are now
Uncover the facts
What’s the cause
How do they feel– uncover
assumptions/beliefs
www.jarvet.com

22. Explore ideas &
options
• Brainstorm ideas together
Options
• Invite suggestions, only
then offer ideas
• Think out of the box
• Discuss the choice(s).
www.jarvet.com

23. Agree on Action Plan
Way
Forward
Help them make a choice
Help them commit to the
Action
Explore any obstacles
www.jarvet.com

24. Coaching Session
1 employee with an issue
2 coaches
2 observers
Pick an issue
Coaches take turns
Observers take notes and give feedback
Rotate
www.jarvet.com

25. “Big Five” Personality Traits
Openness
– (inventive / curious vs. consistent / cautious). Appreciation for art, emotion,
adventure, unusual ideas, curiosity, and variety of experience.
Conscientiousness
– (efficient / organized vs. easy-going / careless). A tendency to show selfdiscipline, act dutifully, and aim for achievement; planned rather than
spontaneous behavior.
Extraversion
– (outgoing / energetic vs. shy / reserved). Energy, positive emotions, surgency,
and the tendency to seek stimulation in the company of others.
Agreeableness
– (friendly / compassionate vs. cold / unkind). A tendency to be compassionate
and cooperative rather than suspicious and antagonistic towards others.
Neuroticism
– (sensitive / nervous vs. secure / confident). A tendency to experience
unpleasant emotions easily, such as anger, anxiety, depression, or
vulnerability.
http://en.wikipedia.org/wiki/Big_Five_personality_traits

26. 1. Find a partner and…
Tell him/her about one of your PROBLEMS
Partner…
Will listen until you’re finished
Gives his/her recommendation
2. Thank your partner, don’t criticize, don’t
argue
3. Listen to his/her problem, give advice of
your own
4. Find a new partner and repeat the
process
Source: Marshall Goldsmith
(the “Godfather” of Coaching)
www.jarvet.com

27. Three themes that come up in old
people looking back
Personal:
1. Be happy now
2. Friends and family (are most important)
3. Go for your dream
Business advice:
1. Have fun (life is short)
2. People (take the time to help people)
3. Go for it. (at least I tried)
www.jarvet.com

28. A Remedial Change Model
www.jarvet.com

29. Achieving a State of Flow
www.jarvet.com