Coaching – an essential tool for Management to improve organization performance

Coaching – an essential tool for Management to improve organization performance.

Sequence of the presentation. Business Strategy - Human Resources Strategy - Talent Strategy – Competencies Talent Management cycle Talent development portfolio Coaching /Mentoring - Coach /Mentor opportunities and process - Coaching for better relationships - Effective feedback strategies - Managing team members performance.

People are not your most important asset. The RIGHT people are.” - Jim Collins.

Snap42. 11/21/2022.

Competencies are a cluster of related knowledge, attitude and skill that: Correlates with performance on the job Can be measured - against well accepted standards Can be improved - through training and development Superior performers do display more often and with better results than average performers on the job.

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Snap43. 11/21/2022.

DEVELOPMENT PORTFOLIO IN AN ORGANISATION Internal & External Training Functional as well as Soft Skill Training Projects / Task Forces Cross Functional Rotation Job Enlargement Coaching / Mentoring Overseas Term Exposures Membership of National & International Organizations Long Term & Short Term Sponsored Programs Assignments of new initia tives.

Coaching/ Mentoring 1.New Inductees – Young Talent 2.Individual Perf Improvement 3. Leadership pipeline -future roles 4.Team Performance improvement 5. Peer Relations improvement 6. External Relationships -stakeholders.

. What is Coaching and Mentoring ? Influencing, helping, motivating, facilitating All Managers are not good coaches as It is a Competency and needs to needs to be learnt.

Why Coach/Mentor?. Shifts in Behavioural Expectations C hange is inevitable; people are adverse to change Roles and behavior are changing to match new demands in the workplace. Organizations are moving from Hierarchical to Team Structure and Networking.

Why Coach/Mentor?. Characteristics of an Effective Coach/Mentor Excellent communication skills Motivated Enthusiastic Goal oriented Creative Patient – listener “Tough love” “ Dangal “ “ Chak de” Movie Intervention by exception.

Opportunities for Coaching/Mentoring. When -- Anytime a new team member comes on board. You (team leader) are off-site. The individual appears to be too dependent on you and other team members. When changes take place in the workplace and Customers expectations, New processes, policies, procedures implemented. A team member is failing, or is displaying behavior to which can lead to failure..

Opportunities for Coaching/Mentoring. The Cost of Failing to Coach/Mentor Failure, Failure, Failure Lost team members Lost revenues Lost time Lost confidence in your credibility by management and other team members.

Coaching/Mentoring Process. The Model: Eight-Phased Approach Phase 1 - Establish Goals Phase 2 - Collect Performance Data Phase 3 - Analyze Performance Phase 4 - Review and Modify Performance Goals as Needed Phase 5 - Identify Developmental Resources Phase 6 - Develop an Action Plan Phase 7 - Implement Strategies Phase 8 - Evaluate Performance.

Coaching and Mentoring for Better Relationships. Nine Deadly Sins that Affect Relationships Failing to Communicate Effectively. Playing Games. Playing Favorites. Getting Involved with Individuals Personal Problems. Becoming Personally Involved with Team Members. Ignoring Performance Gaps. Treating Team Members Unfairly. Failing to build a Sound Foundation. Displaying a lackadaisical or careless Attitude..

Coaching and Mentoring for Better Relationships. Peer Relationships Do: Be very sensitive to the individual and their needs. Allow an individual to correct their own mistakes, but monitor closely. Do Not: Stand idly by while an individual is making a mistake. Jump in and try to help too quickly, but don’t allow the problem get out of hand. Set yourself up as a “know it all”. Reminder: An individual does not necessarily have to be on your immediate team for you to help..

Effective Feedback Strategies. How to Give Feedback Written correspondence. Write it and then live with it for a period. Verbal communication. Practice before you deliver! Nonverbal communication. Watch that body language! Actions/Inactions. Timing, Timing, Timing! Trappings. Think about how do you present yourself?.

Effective Feedback Strategies. Positive Feedback (Praise) Giving: Team members require positive motivation. Be specific about what you liked. Feedback should be given right after the performance. (Timing, Timing, Timing) Receiving: Be courteous, say “thank you”. Ask for clarification if you need it..

Effective Feedback Strategies. Giving Negative Feedback Tell the person exactly what you observed. Explain exactly how you feel about the behavior and the impact. Solicit feedback. Show support and solicit possible solutions from the individual. Get a commitment to improve behavior. Reaffirm the individual’s worth and self esteem.

Effective Feedback Strategies. Approaches to Feedback Focus on the individual’s behavior, not the person’s personality. Avoid globalizing behavior. (always, never) Use “I” instead of “you” language..

Effective Feedback Strategy. Receiving Negative Feedback Listen, do not interrupt. Ask for clarification or more information. Try to be objective. (Yes, it is hard!!!) Decide if the comments are valid. Now its your turn: Be polite and provide appropriate feedback. Say “thank you”..

Effective Feedback Strategies. Encouraging Feedback Build a system which encourages feedback. Feedback empowers team members. Gives them buy-in to the process. Allow team members to fail. Remember : Feedback (communication) is a two-way street!.

Managing Team Members Performance. What motivates performers? Coach/Mentor = Motivator You are the motivator, its your responsibility to find out. Simplest method? Ask! Remember the individual, they all have separate needs, wants, and desires..

Managing Team Members Performance. Know what the performance gap is. Address performance gaps after determining what factors affect team members. Allocate your resources to address each group of performers separately: poor, average, superstar.

Managing Team Members Performance. Does the individual meet established standards and goals? Are there complaints from other workers about this individual? What are the current quality and quantity levels? How much initiative and enthusiasm does the individual exhibit?.

Managing Team Members Performance. Managing Substandard Performers Identify substandard performers early. Develop an Action Plan for improved performance. Superstars are potentially poor performers because they can be extremely disruptive to the team. You must be proactive in your approach to managing all performers, but especially substandard individuals. ( Adapted from BEST Consulting - Presentation by Rick Sell ).

Summary 1 . A Robust Talent Strategy is a Risk Mitigation for the future of a Business. 2.Coaching is a critical process in the Talent Development. It has to connect with the Company ‘s Mission, Vision, Culture & HR and Talent Strategy 3. It has a behavioral dimension but at the centre is also a spiritual dimension – Human Development Centric “TOUGH LOVE “ 4. Senior leadership need to Learn this Competency –It is developing people for Performance 5. PRACTISE , PRACTISE , PRACTISE to be come a Great Coach – it is like YOGA ..

References/Acknowledgments. Adapted from BEST Consulting - Presentation by Rick Sell US Department of Labor Coaching and feedback Linkage’s 2002 Excellence in Management and Leadership Series Why are we losing our good people Edward Lawler III HBR Case Study.