The Management Series

Session V

Performance Leadership
Practices Part 2
March 11, 2005

a) Planning, Coaching/Feedback and

b) Recognition and Reward

Managers
Supervisors

Human

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Agenda 8:00 Review of Setting Expectations/Goals and
Personal Development Plans

8:30 Program Goals

8:45 Coaching/Feedback for Improved

Performance

9:20 Break

9:30 Film Coaching for Top Performance

10:00 Rewards/Recognition and Motivation

10:50 Break

11:00 Techniques for Providing Feedback

11:45 Summary, Wrap-up and Adjourn

Review
Guidelines for setting expectations

Vary the focus of the expectations so

that they include:

Routine
Problem-solving
Developmental expectations
The five characteristics for setting expectations are
universally known as the SMART process or guidelines.

S pecific
M easurable
A ttainable
R esults-driven
T ime-framed
 Performance Leadership
Practices

Feedback/
Coaching
Appraise
(a part of Feedback
Planning and Recognition)

Recognition
&
Reward
Performance Period
 Performance Leadership - Results
Leadership Leader Behavior Outcome
Practice

Planning Setting goals/expectations Clarity re job

Clarifying Duties expectations
Specifying Traits and
Behaviors
Coaching Maintenance of ongoing Clarity re job
dialogue
expectations and
performance
status
Recognition Acknowledgement Clarity re job
& Rewards Praise expectations and
Opportunities
valued behaviors
Coaching/Feedback For
Improved Performance

Developed and Facilitated by:

Pamela Evers
Workshop Objectives:
1. Understand/define the special nature of
coaching and the beneficial role supervisors
play in developing their employees.

2. Recognize both supportive and undermining

uses of coaching and reinforcement skills.

3. Distinguish coaching strategies for effective

individualized feedback.
Workshop Objectives:
4. Involve employees in the coaching process
by identifying observation and analysis
techniques and ongoing, informal coaching
conversations.

5. Explore assumptions regarding how people

prefer to be recognized and/or rewarded.

6. Understand how conditions for motivation

are created through reward and recognition.
Understand Your Role As A
Successful Coach

What is coaching and how does it differ from

managing?
Understand Your Role As A
Successful Coach
What are the benefits of coaching?
Coaching Self-Assessment
The following is a list of effective coaching
behaviors.
Read each statement and using the scale
evaluate/rate your current level of
performance.

NOTE: You may want to include the areas

where you rated yourself a three or below in
your Personal Development Plan.
Individual Exercise 1
Develop a list of the managers that you have
worked for in your career to date and rate
them in order of their effectiveness as
coaches. Use the # 1 for the most effective,
and so on.

Then take the #1 boss and describe how this

person operated as a coach.

Why did you rated this particular boss #1?

Table Exercise 2
Non-Supportive/Supportive Behaviors
At your assigned tables:
Develop a list of coaching behaviors that do
not support building confidence in the
individuals ability to perform work-related
tasks.
Develop a list of coaching behaviors that
serve to highly support others confidence in
their abilities to perform work tasks.
Select a spokesperson to present final list.
Exercise 3
Supportive Behaviors
Now lets select from all the
supporters listed, a combined top 5.
Rate your current level of performance
using each of the top 5 supporters.

Provide example(s) where you have

used these supportive behaviors.
Exercise 4
Supportive Behaviors
Using the top 5 list and your
personal rating, brainstorm with
a partner what actions you
might take, when you might
take them, and what you would
need to do to increase your
rating in that supportive
behavior.

Get Things Going!!

Film - Coaching For Top Performance

Coaching is a three-part process that

includes:
1. Educating
2. Developing
3. Counseling
Film - Coaching For Top Performance
Educating
1. Identify the current skills of your team
members
2. Select the training method most
appropriate to both the individual and
the organization.
Film - Coaching For Top Performance
Developing
1. Monitor performance
2. Use coaching guidelines
Film - Coaching For Top Performance
Counseling
1. Identify performance problems
2. Confront problems directly
3. Involve individuals in solutions
Film - Coaching For Top Performance
According to the film, who benefits
from coaching?
1. The Player
2. The Entire Team
3. The Coach
4. And ultimately the organization!
Film - Coaching For Top Performance
According to the film, why is
coaching so important today?
1. Organization need new skills
2. Class room education, time, and
resource are not always available.
Film - Coaching For Top Performance
Describe the supportive behaviors of the following coaches:
1. Laura Young Dance Instructor
Seeing the light go off, seeing them understand

2. Dave Hobbs Wheel Chair Basketball Trainer

Do as I do, be intense but rational

3. Harold Epps General Manager of Manufacturing

Everyone brings something positive to the
organization

4. Carol Lasky Small Business Owner

Always say we
Film - Coaching For Top Performance
Coaching Guidelines
1. Be a model
2. Be where the game is played
3. Listen and observe
4. Think and speak success
5. Build to strengths
6. Celebrate successes
7. Accept mistakes
8. Communicate!
9. Focus on each team member individually
10. Provide consistent support and feedback
Film - Coaching For Top Performance
Action Plan

1. Find a great coach

2. Recall coaching attributes
3. Identify developmental needs
4. Develop a training plan
5. Detail your plan specifically
6. Implement the plan!
The Coaching Environment
What motivates and/or rewards
your team members?
The Coaching Environment
What are some of the ways in which
you have created a motivational
environment for your team?
Creating Conditions For Motivation
Awareness Inventory

Do you agree or disagree with the

statement?
What is the Cost of De-Motivation?
1. How many employees are in your organization 100

2. What percentage of employees are dissatisfied or de-

motivated for whatever reason (be conservative) 40%

3. Multiply Line #1 and Line #2 for the total number of

dissatisfied/de-motivated employees 40

4. Motivation level of these employees. (Since they are not

totally unproductive, how productive are they compared to
their potential of 100%) 30%

5. De-motivation level of these employees (100% minus Line #4)

70%
What is the Cost of De-Motivation?
6. Average hourly salary/employee $8.00

7. Average weekly salary (Line #6 times 40 hours) $320.00

8. Multiply line #3 by line #7 for total wages/week of

dissatisfied/de-motivated employees $12,800.00

9. Dissatisfied/unproductive cost per week (Line #8 times Line

#5) $8,960.00
10. Annual dissatisfied/unproductive cost (Line #9 times 52
weeks) $465,920.00
What is the Cost of De-Motivation?

This does not account for mistakes, poor

service or sub-standard work by the
dissatisfied/de-motivated employee.

Dissatisfied/de-motivated employees also

tend to recruit others.

Dissatisfied/de-motivated employees
have to be turned around or removed as
they cost the organization business and
profits.
Creating Conditions For Motivation

Rank the items according to their

importance to the non-supervisory
employee.
1. Interesting work
2. Full appreciation of work done
3. Feeling of being in on things
4. Job security
5. Good wages
6. Promotion and growth in the
organization
7. Good working conditions
8. Personal loyalty to team members
9. Sympathetic help on personal problems
10. Tactful discipline
What are we currently doing to

1. Make work more interesting?

2. Show appreciation of work done?
3. Create a feeling of being in on things?
4. Provide job security?

What others things should we

consider to meet these needs?
Understanding Motivation
Individual motivation is complex.
Supervisors cant change people, but
they can have a major influence on the
environment in which people perform.
Understanding individual motivation
takes time and effort.
You, simply, have to get to know your
people!
Techniques for Providing Daily, Informal Feedback

Mutual and Interactive:

There is a give and take, questioning,
sharing of information and ideas, all
parties are fully involved. The coach
does not dominate the conversation
Techniques for Providing Daily, Informal Feedback

Concrete:
The language used by the coach is
concrete and the coach encourages the
persons being coached to be concrete.
The conversation always focuses on
specifically what can be fixed, what can
be learned, what can be improved.
Techniques for Providing Daily, Informal Feedback

Logical:
The conversation develops in a clean,
straightforward way. The coach keeps
the conversation focused on its
purpose. All information is developed
before attempts at solution are made.
Techniques for Providing Daily, Informal Feedback

Respect:
The coach consistently avoids behaviors
which communicate that the other
persons are inferior, ridicules them,
judges them and their ideas, etc. and
uses behaviors which involve the other
person and make that person a fully
active player in the conversation.
Techniques for Providing Daily, Informal Feedback

1. How can coaching help to build

commitment?

2. What is meant by the term

characteristics of successful coaching
conversations?
Mutual and Interactive
1. Identify ways that a coach might fail
to create a mutual and interactive
conversation.

2. Identify ways that a coach might

encourage a mutual and interactive
conversation with an employee.
Concrete
At your tables
Plan, prepare and share a concrete
communication statement.
Logical
Logical order is one in which the facts
or information being presented are
arranged in a clear and reasonable
sequence.
Pair up and provide each other with an
example of a brief explanation you
might give during a coaching session.
Respect
To test our understanding of the meaning and
identify what successful coaches do to make
their conversation more respectful, lets
review several mini cases and the alternative
statement that a coach might make.
You group task is to select the statement that
demonstrates the most respect and indicate
why the other statements have less chance of
communicating respect.
Coaching Applications and Opportunities

Resolving Problems Helping individuals

and/or teams fix technical, organizational,
and personal problems that impact on
performance.

Teaching Helping individuals and/or teams

learn new knowledge or skills.
Coaching Applications and Opportunities

Encouraging and Appreciating Rallying

individuals and/or teams to do their best in
spite of difficulties; being generous with
thanks and praise.

Improving Performance Confronting

individuals and/or teams that fail to produce
required results in ways that maximize
positive results and minimize negative ones.
Coaching Applications and Opportunities

Individual Exercise
For each of these major-coaching applications
think about your own position/department
and where you might find the on the job
opportunity to use the applications to
improve the performance of your people.
Resolving Problems
Teaching
Encouraging/Appreciating
Improving Performance
SUMMARY
1. Coach what and how.
2. Coach proactively and reactively.
3. Coach as soon as possible.
4. Provide support, dont remove
responsibility.
5. You have to know an individual in
order to motivate them!
Self-fulfilling Prophecies
 Now, we
1. Understand/define the special nature of
coaching and the beneficial role supervisors
play in developing their employees.

2. Recognize both supportive and undermining

uses of coaching and reinforcement skills.

3. Distinguish coaching strategies for effective

individualized feedback.
 Now, we
4. Involve employees in the coaching process
by identifying observation and analysis
techniques and ongoing, informal coaching
conversations.

5. Explore assumptions regarding how people

prefer to be recognized and/or rewarded.

6. Understand how conditions for motivation

are created through reward and recognition.
 The Management Series
Session V

See you April 8th, 8:00 for TMS VI

UNMC Budgeting and Accounting Practices

Managers
Supervisors

Human

Brought to you by:

Resources

The Training and Development Team Committed to understanding and delivering

Your NU Values Partners value-added customer service that contributes
to our customers overall success