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CoachingandFacilitatingProfessionalDevelopment
KevinR.ThomasManager,Training&Development
Objectives
Youlllearnto: Useactivelisteningskills Facilitatelearningconversationsthatincreaseemployeecompetenceandcapacity
Helppeoplelearnfromexperience Evaluateemployeepotential Shaperolesandassignmentsaroundstrengths Providechallengingassignmentstofacilitateindividualdevelopment
Conductastayinterview Helpemployeescreateaprofessionaldevelopmentplan
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Agenda
ListeningExercise FacilitatingLearningConversations Usinga9Box BREAK StrengthsStoryInterviewFormat StayInterviewFormat ProfessionalDevelopmentPlanning
Agenda
ListeningExercise FacilitatingLearningConversations Usinga9Box BREAK StrengthsStoryInterviewFormat StayInterviewFormat ProfessionalDevelopmentPlanning
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CreatingAListeningContainer
Confidentialspace Timeboundaries Minimizedistractions Agreeonnorms
Confidentiality(alwayslimited)? Whatkindofhelpareyoulookingfor? Oktointerrupttoaskclarifyingquestions?
BasicListeningSkills
IncreasingEmpathyandTrustlynda.com,CommunicationFundamentals,JohnUllment
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ActiveListeningSkills MinimalEncouragements
Nonverbalcuesthatyouarelistening VerbalcuesthatyouarelisteningOh?,Mmhmm,Right.
etc. Paraphrasing EmotionalLabeling
IgetthesensethatyouarefeelingX.AmIrightaboutthat? Mirroring(orReflecting)
Echoingwordsorphrases Openendedquestions Pauses
DangersofAdviceGiving
Mostpeoplewhoaskforadvicefromothershavealreadyresolvedtoactasitpleasesthem.KhalilGibran
Whenwehonestlyaskourselveswhichpersoninourlivesmeansthemosttous,weoftenfindthatitisthosewho,insteadofgivingadvice,solutions,orcures,havechosenrathertoshareourpainandtouchourwoundswithawarmandtenderhand.HenriNouwen
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ListeningExercise1. PairOff2. Decidewhowilllistenfirst3. Agreeonanynormsyouwanttohaveforthe
conversation,whichmayincludeconfidentiality4. Speaker:
TalkaboutachallengeyouarefacinginyourjobListener:a) Howcanyoukeeptheotherpersontalking?b) Howcanyoucontainthetemptationtogiveadvice?Howcan
youshowthatyou:i. Getthepersonii. Getthesituationiii. Getthepathtoprogress
Agenda
ListeningExercise FacilitatingLearningConversations Usinga9Box BREAK StrengthsStoryInterviewFormat StayInterviewFormat ProfessionalDevelopmentPlanning
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ChangeYourQuestions,ChangeYourLife
AskSwitchingQuestions
IfyouremanagingsomeonewhoisinJudger,ask:
Wherewouldyouratherbe?
Whatelsecanyouthinkaboutthis?
Whatistheotherpersonthinking,feeling,andwanting?
Isthisthehillyouwanttodieon?
Whatchoicesdoyouhave?
Whatarethefacts?
Howcanyougetwhereyouwanttogo?
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QStorming
Whenyouremployeeisstuckonachallenge: Introducethemtothechoicemap PickagoalfortheQstorm Askthemtogeneratelearnerquestionsaboutthechallenge
Clusterandanalyzethequestions Whichquestionshavethemostpunchtothem?Whichonesseemmostworthexploring?
QStormingExample
ReadQStorminginPractice
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Q-Storming in Practice
Jane, a senior manager at an IT firm, attended a Q-Storming workshop. She was quick to
volunteer when I asked who needed a breakthrough. She described a situation with Leslie, a
highly-paid employee in her department. Leslie had been underperforming for almost two years
in a position the company had created three years earlier in response to an emergency.
Jane had excellent coaching skills. She had worked hard with Leslie to improve her performance
but to no avail. Jane didnt want to fire Leslie, a loyal employee who had done well for the first
year in her present role. In fact, prior to being placed in this position, she had done well for
several years.
Heres the Q-Storming goal I worked out with Jane: to discover a solution that will be satisfying
and beneficial for Leslie, the company and Jane. The other participants generated 43 questions,
hoping for ones that Jane hadnt asked herself previously. As usual, the more obvious questions
came first, such as: How can I get better at coaching Leslie? What am I missing about Leslie
that would make a difference? What will help me feel better about myself as a manager and
coach?
Finally, someone came up with a question that caused Jane to nearly jump out of her seat: Does
the company still need this role, since it was created to address an emergency that happened
three years ago? I never thought of that! Jane exclaimed. Her assumption that she was dealing
with a performance problem was what had kept her stuck. She had never considered that this
might be an organisational problem, so she hadnt questioned whether Leslies role was still
necessary. It wasnt, and there was another position where Leslie could be reassigned.
Excerpted from Stop brainstorming, Start Q-Storming by Marilee Adams, retrieved from:
http://www.empowermagazine.com.au/stop-brainstorming-start-q-storming/ 5/20/14
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http://www.empowermagazine.com.au/stop-brainstorming-start-q-storming/
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QStormExercise
Volunteer:Describealeadershipchallengeyourefacingrightnow.
Group:Feedbackonlyintheformoflearningpathquestions.
Agenda
ListeningExercise FacilitatingLearningConversations Usinga9Box BREAK StrengthsStoryInterviewFormat StayInterviewFormat ProfessionalDevelopmentPlanning
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9Box
9Box
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9 Box Management Tips
In coaching and talent management, the value of the 9-box grid is to identify when coaching or a
change in job or responsibilities may be needed. It may not be valuable to the organization to
spend time and effort in attempting to salvage an individual with low potential and poor
performance. However, an individual with low potential but effective performance may need to
be engaged or motivated in his or her current job.
Performance D W
Potential
5 2 1
8 6 3
9 7 4
# Tips for Managing
1. Provide challenges, encourage cross training, conduct a stay interview, create a retention plan.
2. Does extremely well at current job with potential to do more; give stretch assignments to help prepare for next level.
3. Current role may still provide opportunity for growth/development; focused on tactical; focus should be on helping improve strategic thinking.
4. Experienced high performer but has reached limit of career potential. Focus on appreciation, eliminate red tape, provide good tools and resources.
5. Seasoned professional capable of expanded role, but may be experiencing problems that require coaching and mentoring. Provide regular, clear feedback, conduct
strengths story interview. Check for personal problems that may be stressors.
6. May be considered for job enlargement at the same level, but may need coaching in several areas, including people management. Collaborate to create professional
development plan.
7. Effective performer, but may have reached career potential. Coach as necessary to improve performance.
8. With coaching, could progress within level; focus on stretch goals for this employee. 9. Consider reassignment, reclassification to a lower level or exit from the organization.
Adapted from: Succession Planning: What is a 9-box grid? Society for Human Resources
Professionals, retrieved from:.
http://www.shrm.org/templatestools/hrqa/pages/whatsa9boxgridandhowcananhrdepartmentuseit.
aspx on May 20, 2014.
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http://www.shrm.org/templatestools/hrqa/pages/whatsa9boxgridandhowcananhrdepartmentuseit.aspx%20on%20May%2020http://www.shrm.org/templatestools/hrqa/pages/whatsa9boxgridandhowcananhrdepartmentuseit.aspx%20on%20May%2020
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9 Box Worksheet
For each of your direct reports, identify which box they may be in, and create a strategy for
working with them.
Employee Box # Management Plan
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Agenda
ListeningExercise FacilitatingLearningConversations Usinga9Box BREAK StrengthsStoryInterviewFormat StayInterviewFormat ProfessionalDevelopmentPlanning
Agenda
ListeningExercise FacilitatingLearningConversations Usinga9Box BREAK StrengthsStoryInterviewFormat StayInterviewFormat ProfessionalDevelopmentPlanning
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TheFlowState:ManagingforEngagement
Employeesareattheirbestwhen: Theyreusingtheirstrengths Theyhavecleargoals Theyrebeingchallenged
GettingtoKnowYourEmployeesStrengths
Pairup. Interviewee:
Thinkofatimewhenyoufeltinthezoneatwork:atyourbest,givingthebestofwhatyouhavetooffer,pluggedin,etc.
Interviewer: Useyourlisteningskills Reflectbackwhatyouarehearing Showappreciationfortheiruniquestrengths Helpthepersontoclarifyexactlywhatstrengthswereatworkin
thisstory Helpthepersoncreateanactionplanforhowtheycanuse
thosestrengthsonemoretime. Switch!
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Agenda
ListeningExercise FacilitatingLearningConversations Usinga9Box BREAK StrengthsStoryInterviewFormat StayInterviewFormat ProfessionalDevelopmentPlanning
TheStayInterview
Defined: Aninterviewthatidentifiesandthenreinforcesthefactorsthatdriveanemployeetostay.Italsoidentifiesandminimizesanytriggersthatmightcausethemtoconsiderquitting.
Forthetalentyouwanttokeep Employeefeelsvaluedandheard Helpsyouunderstandtheirmotivations
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Agenda
ListeningExercise FacilitatingLearningConversations Usinga9Box BREAK StrengthsStoryInterviewFormat StayInterviewFormat ProfessionalDevelopmentPlanning
ProfessionalDevelopmentPlanning
1. Inveryconcretebehavioralterms,describewhatyouwantyouremployeeto:
STARTdoing STOPdoing KEEPdoing
2. With youremployee,brainstormwhatexperiences,trainingandresourcescanhelp.
3. CreateaplanwithSMARTgoals.4. Evaluateprogress.
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Prof.DevelopmentPlanningforHighPotentialEmployees
1. Withyouremployee,collaboratetocreateavisionofwhatroletheemployeecouldplayinthefuture.
2. Identifywhatskillsetsandcompetencieswouldberequiredtoplaythatrole.
3. Withyouremployee,brainstormwhatexperiences,trainingandresourcescanhelp.
4. CreateaplanwithSMARTgoals.5. Evaluateprogress.
Thanks!
KevinR.ThomasManager,Training&Development
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Professional Development Plan
Lucy has the habit of bringing problems to her supervisor Susan without identifying any possible course of
action, seeming to expect Susan to solve the problems for her
Goal
Express in concrete behavioral
terms what the employee will be
able to do.
Action Plan
Describe resources, support, and training that will be used
to develop this capacity.
Due
Date
Example: Pro-actively develop
and present proposals to solve
business problems.
1:1 coaching with supervisor Performance improvement management online
certificate course.
Lynda.com Solving Business Problems course
12/31/14
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1-slides-to-qstorm-in-practice2-q-storming in practice3-qstormexercise-9box4-9 Box Management Tips and worksheet5-stayinterview6-stayinterview17-stayinterview28-stayinterview39 Box Management Tips and worksheet9-pd-planning9a0Professional Development Plan