COACHING - Ready Set Present...Coaching is the key to managing multiple priorities. Coaching leads...
Transcript of COACHING - Ready Set Present...Coaching is the key to managing multiple priorities. Coaching leads...
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COACHING
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Program Objectives ( 1 of 3 )
Coaching
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Identify specific ways to build a coaching atmosphere.
Discover techniques for introducing critical coaching
aspects into your management style.
Understand the importance of the communication,
participation, and good work climate factors of coaching
to improve your impact and effectiveness as a team leader.
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Program Objectives ( 2 of 3 )
Coaching
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Assess your present coaching style and its strengths
and weaknesses.
Develop motivation and communication skills that
support your role as a coach.
Utilize coaching steps to create a work climate in which
excellence becomes the norm with your employees.
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Coaching for excellence - Objectives ( 3 of 3 )
Coaching
4
Explore the importance of coaching as a management
skill.
Uncover your strengths as a coach.
Describe the techniques to improve performance
effectively.
Demonstrate how to coach an employee.
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A CHALLENGE
Please Write A
One Sentence Definition For
COACHING
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Definitions Coaching
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Coaching:
A directive process by a
manager to train and orient
an employee to the
realities of the workplace
and to help the employee
remove barriers to
optimum work
performance.
Counseling:
A supportive process
facilitated by a manager to
help an employee define
and work through
personal problems that
affect job performance.
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Etymology (1 of 2)
Coaching
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The word “coach” came from the Middle French word, “coche,” the German word
“kotsche,” and the Hungarian word, “kocsi” in the 1550’s.
The original meaning was a “large kind of carriage.”
The word was named after Kocs, the village in which it was first made.
Online
Etymology
Dictionary
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Etymology (2 of 2)
Coaching
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The meaning “instructor/trainer” is Oxford University slang for a tutor.
The word “coach” has recently been applied to the workplace.
The athletic sense of the word is from 1861.
Online
Etymology
Dictionary
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An Untraditional Approach (1 of 2)
Coaching
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Coaching is an untraditional approach to management.
Coaching uses influence and leadership for management.
Coaching embodies:
• Trust and confidence in the knowledge and decision-
making skills of employees.
• Acceptance of employees as valuable, contributing
members of the organization.
Adapted From: “Coaching for Peak
Performance,” by U.S. Department of
Health and Human Services
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An Untraditional Approach (2 of 2)
Coaching
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The traditional approach uses management to direct activities.
The traditional approach embodies:
• The belief that management has all of the knowledge
and decision-making rights.
• The belief that employees exist to follow the orders of
the management.
Coaching combines management with guidance.
Adapted From: “Coaching for Peak
Performance,” by U.S. Department of
Health and Human Services
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Coaching is Used for (1 of 2)
Coaching
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Providing support and encouragement.
Reviewing experiences.
Discussing feelings and frustrations.
Checking perceptions.
Fine-tuning skills and strategies.
Analyzing behavior and decision-making skills.
Adapting skills and strategies.
Adapted From: “Coaching for Peak
Performance,” by U.S. Department of
Health and Human Services
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Coaching is Used for (2 of 2)
Coaching
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Providing guidance
for employees in
need of assistance
Helping employees
adapt to the
workplace.
Discouraging negative
behaviors while
encouraging positive ones.
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Opportunities For Training Coaching
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Procedural changes.
Shifted/changed responsibilities.
Reallocation of employees.
New tools and equipment.
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Opportunities For Counseling Coaching
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Emotional outbursts.
Tardiness or absences.
Erratic behavior.
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Opportunities For Coaching Coaching
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Appearing unmotivated.
Excessive errors.
Missing deadlines.
Falling below standards.
Displaying need to fine-tune skills.
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Can Coaching Effectiveness Be Measured? Coaching
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The effectiveness of
coaching can be
measured when it is
compared to set
pre-defined criteria.
Effective coaching
should lead to
changed behavior and
improved work
performance, while
providing support for
the employee.
Criteria should be
defined before
coaching begins, and
results should be
analyzed based on
that criteria.
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BENEFITS OF COACHING
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Benefits of Coaching Coaching
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Coaching is the most effective way to develop employees.
Coaching is the key to managing multiple priorities.
Coaching leads to improved employee performance, which leads to increased productivity and bottom-line results.
Coaching increases employees’ self-esteem and job satisfaction.
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Benefits of Coaching Coaching
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Coaching is not in the new manager’s tool box.
Coaching is too time consuming.
Coaching is taxing, as it requires patience.
Coaching is left up to each employee.
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Response to Coaching Coaching
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Some employees
may respond
enthusiastically to
coaching, when
problems are
pointed out.
Some employees
may have a
defensive response
to coaching, when
problems are
pointed out.
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Why Employees Challenge Coaching
21
Coaches encounter employees who:
Resist change.
Know it all.
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THREE DEFENSIVE BEHAVIOURS
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Three Defensive Behaviors Coaching
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The employee may question the authority of the coach.
The employee may pretend to agree with the coach, yet have no intention of changing the behavior.
The employee may agree with the coach, even offering suggestions for other areas of self-improvement, as a way
of minimizing the coach’s comments.
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Coaching is Coaching
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The most successful when it is
voluntary. 1
An ongoing process. 2
A collaborative
relationship. 3
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Dependent on trust. 4
Executed through role-modeling. 5
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Coaching is Coaching
25
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Intended to improve behaviors. 6
Successful when done effectively. 7
Coaching is Coaching
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Characteristics of a Coach (1 of 3)
Coaching
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Enthusiasm – Show enthusiasm to employees.
Empathy – Be able to walk in the shoes of employees.
Consistency – Be consistent in expectations and in behavior.
Patience – Be understanding and willing to listen.
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Characteristics of a Coach (2 of 3)
Coaching
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Honesty and Integrity – Be a leader by doing the right thing.
Self-Confidence – Be confident in yourself, and others will too.
Friendliness – Be a people magnet.
Flexibility – Be able to adapt to new situations.
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Characteristics of a Coach (3 of 3)
Coaching
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Genuine concern for others – Be caring and concerned for everyone.
Fairness – Be fair because it commands respect and loyalty.
Resourcefulness – Be able to get the job done, or know who to ask.
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Skills of an Effective Coach Coaching
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Effectively communicates
Listens
Asks questions
Sets objectives and goals
Establishes priorities
Analyzes
Plans
Organizes
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Causes of Poor Performance (1 of 2)
Coaching
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The employee may
have conflicting
priorities.
The employee may
not see performance
as a priority.
The employee may
have an attitude
problem.
The employee may
not have sufficient
training.
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Causes of Poor Performance (2 of 2)
Coaching
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The company’s
infrastructure may
prevent the
employee from
meeting the
standard.
The employee may
not have the
incentive to
improve his or her
performance.
The employee may
not understand the
consequences of not
improving his or her
performance.
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COACHING CANDIDATES
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Coaching Candidates (1 of 2)
Coaching
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Open to feedback.
Eager to improve.
Aware of their need.
Aware of the possible consequences of not improving their performance.
Able to commit time to being coached.
Employees must be receptive to coaching, or the coaching will be ineffective. The employees must be:
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Coaching Candidates (2 of 2)
Coaching
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Coaches be:
Supportive.
Knowledgeable.
Willing to share knowledge.
Tactful and able to give constructive criticism.
Able to handle difficult employees.
Able to stress consequences without threatening.
Able to commit time to coaching.
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Setting Goals Coaching
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In order for coaching to be successful, goals must be set.
The coach and the employee must
Identify how the situation is currently. 1
Identify how the situation would ideally be in the future. 2
Define the changes that need to be made to reach the ideal
future situation. 3
Commit to the goal for the future. 4
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Kirkpatrick’s Coaching Model Coaching
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How did the
employee react
to/feel about the
coaching?
Level 1
REACTIONS
What did the
employee learn
through coaching?
Level 2
LEARNING
What behaviors,
learning, and skills
were applied to the
job after the
coaching?
Level 3
BEHAVIOUR
What changes have
occurred due to the
coaching, and what
results have been
observed?
Level 4
RESULTS
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WE NEED TO TALK
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Coaching
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Prepare for the meeting. 1
Focus on the issues. 2
Explore causes. 3
We Need To Talk (1 of 12)
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We Need To Talk (2 of 11)
Coaching
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Explore options. 4
Agree on a plan. 5
Review the meeting. 6
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We Need To Talk (3 of 11)
Coaching
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Prepare for the Meeting
Identify the
performance or
behavior to address.
Keep an open mind,
and don’t prejudge.
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We Need To Talk (4 of 11)
Coaching
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Define your objectives.
Define a range of acceptable behaviors for the position.
Set a positive tone.
Make note of the specific things the employee does well – respect his or her self-esteem.
Prepare for the Meeting
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We Need To Talk (5 of 11)
Coaching
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Allow the employee
time to prepare for
the meeting.
Create a positive,
private atmosphere
for both you and
the employee.
Set time aside – let the
employee know his or
her performance is
important to you.
Prepare for the Meeting
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We Need To Talk (6 of 11)
Coaching
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Focus on the facts.
Focus on the employee’s behavior, not his or her personality.
Don’t get distracted by arguments unrelated to the issue.
Focus On The Issues
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We Need To Talk (7 of 11)
Coaching
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Focus On The Issues
Encourage self-
analysis by the
employee to identify
the problem.
Ask the employee
to restate the
problem in his or
her own words.
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We Need To Talk (8 of 11)
Coaching
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Explore Causes
Assume the best. Ask open-ended
questions aimed at
uncovering the
reasons for poor
performance.
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We Need To Talk (9 of 11)
Coaching
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Explore Options
Involve the employee
in identifying the issue.
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We Need To Talk (10 of 11)
Coaching
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Agree On a Plan
The employee who assists in
developing his or her own action
plan will be more committed to
following through with improved
performance.
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We Need To Talk (11 of 11)
Coaching
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Review The Meeting (1 of 2)
Review your own performance. How was your attitude?
Did you follow the structure?
Did you achieve your objectives?
Did you uncover the real causes behind the issue?
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We Need To Talk (12 of 11)
Coaching
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Review The Meeting (2 of 2)
What could you improve on next time?
Document and record the action plan, and give a copy to the employee.
Make suggestions if you have any.
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OPEN VS. CLOSED QUESTIONS
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Open Vs. Closed Questions Coaching
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Open-Ended Question:
What data do you need to produce these reports?
Closed Question:
Do you have all the data you need to produce these reports?
Example :
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Closed Made Open (1 of 4)
Coaching
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Are you receiving the data in time to produce the reports?
Do you need help prioritizing?
Are you experiencing problems with other employees or departments?
Do you feel adequately trained in these procedures?
Are you aware of the deadlines established for this project?
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Coaching
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Closed Made Open (2 of 4)
Are you receiving
the data in time to
produce the
reports?
CLOSED
What changes can
we think of to help
you produce these
reports on time?
OPEN
Do you need help
prioritizing?
CLOSED
What actions can I
take to help you
better prioritize
your workload?
OPEN
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Coaching
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Closed Made Open (3 of 4)
Are you experiencing
problems with other
employees or
departments?
CLOSED
What problems with
other employees or
departments are you
having that I need to
be aware of?
OPEN
Do you feel
adequately trained
in these procedures?
CLOSED
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Coaching
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Closed Made Open (4 of 4)
What further
training do you feel
might help you
better understand
these procedures?
OPEN
Are you aware of
the deadlines
established for this
project?
CLOSED
What problems
have you
experienced that
have prevented you
from meeting the
deadlines
established for this
project?
OPEN
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COACHING GUIDELINES
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Coaching
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Coaching Guidelines (1 of 3)
Put employees at ease.
Define a reason for the session.
Describe the exact behavior and its impact.
Listen to employees’ feelings and ideas.
Ask open-ended questions.
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Coaching
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Coaching Guidelines (2 of 3)
Paraphrase without
making judgments.
Summarize to
ensure you
understand.
Demonstrate
respect and
confidence.
Encourage
employees to
identify alternatives
and consequences.
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Coaching
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Coaching Guidelines (3 of 3)
Demonstrate empathy and support.
Make referrals, as appropriate.
Agree upon appropriate action.
Follow up with feedback.
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Being unable to determine the “real” problem.
Not being prepared.
Exhibiting bias.
Losing control, becoming defensive.
Coaching
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Avoid Coaching Pitfalls (1 of 3)
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Coaching
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Avoid Coaching Pitfalls (2 of 3)
Not listening. Taking ownership of
the problem/solution.
Not documenting. Not reinforcing and
following-up.
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Making assumptions about the “real problem”.
Being judgmental.
Problem-solving instead of listening.
Playing psychiatrist.
Minimizing the problem (“Cheer up”).
Coaching
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Avoid Coaching Pitfalls (3 of 3)
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Peer Observation Activity
Acknowledge strengths and characteristics.
Be specific.
Make 2-3 points.
Be sincere.
Use the second person (YOU, not He or She).
Emphasize the positive.
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REWARDS
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Ensure that expectations are
Communicated.
Provide timely and accurate
feedback.
Reward accomplishments.
Coaching
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Rewards
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Intrinsic Rewards
“Leaders make tremendous use of intrinsic rewards – rewards
that are built into the work itself … a sense of accomplishment, a
chance to be creative, and the challenge of the work.”
James M. Kouzes, Barry Z. Posner, The
Leadership Challenge
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Be specific, as it maintains people’s self-esteem.
Describe the impact on the team or organization.
Express appreciation.
Get the person to recognize their performance.
Express confidence.
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Praise
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QUOTE
The Key to Developing People is to
Catch Them Doing Something Right
Approximately right, not exactly right.”
Ken Blanchard, Situational Leadership II
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COACHING MODEL
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Set the stage. 1
Formulate and focus on the issues. 2
Get agreement. 3
Coaching
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Six-Step Coaching Model
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Generate possible alternatives. 4
Set goals, and develop an action plan. 5
Monitor. 6
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Six-Step Coaching Model
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Coaching
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Six-Step Coaching Model
Step 1:
Set the Stage.
Clarify, and be specific.
Scope the related problem.
Be future-oriented.
readysetpresent.com
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Six-Step Coaching Model
Step 2:
Formulate and Focus on the Issues.
Promote self-discovery.
Pay attention.
Acknowledge.
Gather information.
Coaching
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Six-Step Coaching Model
Step 3:
Get Agreement.
Coaching
Confirm.
Indicate respect.
Affirm.
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Six-Step Coaching Model
Step 4:
Generate Possible Alternatives.
Coaching
Brainstorm.
Draw out the consequences.
Decide.
readysetpresent.com
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Six-Step Coaching Model
Step 5:
Set Goals, and Develop an Action Plan.
Coaching
Plan.
Strategize.
Recap.
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Six-Step Coaching Model
Step 6:
Monitor.
Coaching
Follow through.
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COACHING MODEL
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Coaching
Six-Step Coaching Model (1 of 4)
Step 1:
Set the Stage.
Clarify – Be Specific
readysetpresent.com
Give clear statements about the perceived
performance problem without using
accusatory language.
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Coaching
Step 1:
Set the Stage.
Clarify – Be Specific (cont’d)
Six-Step Coaching Model (2 of 4)
Identify the problem (through Problem- solving).
.
Outline the new responsibility. (Develop the skill.)
readysetpresent.com
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Coaching
Step 1:
Set the Stage.
Scope the Related Problem
Six-Step Coaching Model (3 of 4)
Limit the statements to a single problem or two closely related problems.
Discuss why it is important that changes occur.
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Coaching
Step 1:
Set the Stage.
Be Future-Oriented
Six-Step Coaching Model (4 of 4)
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State the desired change.
Do not request reasons for failure.
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Step 2:
Formulate and Focus on the Issues.
Promote Self Discovery
Six-Step Coaching Model (1 of 2)
readysetpresent.com
Ask questions. Draw out what is happening. Discover the possibilities.
Pay Attention.
Listen actively – don’t interrupt.
Coaching
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Coaching
Step 2:
Formulate and Focus on the Issues.
Acknowledge:
Six-Step Coaching Model (2 of 2)
readysetpresent.com
Give verbal and nonverbal cues of being involved in the conversation.
Gather Information.
Ask questions. Acknowledge, probe, reflect, and summarize.
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Coaching
Step 3:
Get Agreement.
Confirm
Six-Step Coaching Model ( 1of 2)
readysetpresent.com
Close the loop – reach mutual agreement on problems and causes.
Don’t use behaviors that ridicule, generalize, or judge.
Indicate Respect.
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Coaching
Step 3:
Get Agreement.
Affirm
Six-Step Coaching Model ( 2 of 2)
readysetpresent.com
Comment on the employee’s
strengths and positive aspects.
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Coaching
Step 4:
Generate Possible Alternatives.
Brainstorm
Six-Step Coaching Model ( 1of 2)
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Generate many possibilities.
Weigh the upside and downside of each alternative.
Draw Out the Consequences.
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Coaching
Step 4:
Generate Possible Alternatives.
Decide
Six-Step Coaching Model ( 2 of 2)
readysetpresent.com
Determine the alternative that
best meets the situation.
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Coaching
Step 5:
Set Goals, and Develop an Action Plan.
Plan
Six-Step Coaching Model ( 1 of 2)
readysetpresent.com
Build strategies, and agree on follow-up, including milestones and timelines.
Consider training, one-on-one coaching, and resources.
Strategize.
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Coaching
Step 5:
Set Goals, and Develop an Action Plan.
Recap
Six-Step Coaching Model ( 2 of 2)
readysetpresent.com
Go over key points of session to
reinforce common understanding
and ownership.
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Coaching
Step 6:
Monitor.
Follow Through
Six-Step Coaching Model
readysetpresent.com
Set up follow-up processes.
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COACHING MODEL
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Coaching
Eight-Step Coaching Model (1 of 3)
readysetpresent.com
Identify the problem. 1
Allow the employee to respond. 2
Set an expectation. 3
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Coaching
Eight-Step Coaching Model (2 of 3)
readysetpresent.com
Come to an agreement. 4
Set an improvement plan. 5
Establish commitment. 6
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Coaching
Eight-Step Coaching Model (3 of 3)
Set the next meeting. 7
Monitor and follow up. 8
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MODELING COACHING BEHAVIOUR
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Coaching
Modeling Coaching Behavior
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C ollaborate
O wn
A cknowledge
C ommunicate
H elp
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Coaching
Modeling Coaching Behavior
readysetpresent.com
Collaborate
Meet with the employee to identify the
performance problem, set standards and
objectives, and develop a performance-
improvement plan.
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Coaching
Modeling Coaching Behavior
readysetpresent.com
Own
Examine your own behavior, and accept
some ownership for the problem.
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Coaching
Modeling Coaching Behavior
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Acknowledge
Praise the employee’s achievements, provide
constructive criticism for problems, and provide
support for feelings, and concerns.
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Coaching
Modeling Coaching Behavior
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Communicate
Listen, question, and give and
receive feedback.
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Coaching
Modeling Coaching Behavior
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Help
Be an advisor, and serve as a resource
and guide to other resources, both
inside and outside of the organization.
You also need to seek out help from
your employees.
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Coaching
Coaching Feedback
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Specific.
Descriptive.
Consistency – Be consistent in expectations and in behavior.
Capable of change.
Timing.
Communication check.
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Coaching
Coaching Feedback Tips (1 of 3)
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Be descriptive about observable behaviors.
Do not evaluate or use judgments.
Do not put the employee on the defensive.
Describe the behavior in the context of the situation.
Only discuss changeable behaviors.
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Coaching
Coaching Feedback Tips (2 of 3)
readysetpresent.com
Adapted From: “Coaching for Peak
Performance,” by U.S. Department of
Health and Human Services
Meet sessions with timeliness, and conduct them frequently.
Discuss the behavior as quickly as possible after it has occurred.
Strive for a win-win situation.
Communicate clearly, clarify, and ask for questions and statements of understanding.
Use good timing.
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Coaching
Coaching Feedback Tips (3 of 3)
readysetpresent.com
Focus on the behavior, not the person.
Share information instead of giving advice.
Explore alternatives without providing solutions.
Begin with positive information.
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Coaching
Coaching Environment
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Non-threatening.
Climate of confidence.
Mutual trust.
Appropriate location.
Timely.
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Coaching
readysetpresent.com
Tell the person what you want them to do.
Show the person what you want them to do.
Let them try.
Observe performance.
Manage the consequences.
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Managing The Consequences
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Positive: Praise or promote.
Negative: Reprimand or demote.
Neutral: Offer no response.
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1 MINUTE PRAISES AND REPRIMANDS
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1 Minute Praising
readysetpresent.com
Tell the person what
he or she did.
Share your feelings. Encourage more of
the same behavior.
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1 Minute Praising Guidelines
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Praise immediately.
Don’t evaluate.
Be specific and descriptive.
Don’t add work.
No “buts.”
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1 Minute Reprimands
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Tell the person what
he or she did.
Share your feelings.
Afterwards, you want the person focused on what was done, not how you treated them.
Pause Reaffirm past
performance
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Coaching
1 Minute Reprimands Guide (1 of 2)
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Don’t evaluate.
Be specific and descriptive.
Reprimand soon after the behavior occurs.
Don’t attack personally.
Don’t threaten.
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Coaching
1 Minute Reprimands Guide (2 of 2)
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Don’t reprimand in
public.
Realize when it’s
over, it’s over.
Find an opportunity
to catch the person
doing something right.
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EMPLOYEE AND MANAGER SYMPTOMS
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Employee Symptoms (1 of 2)
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Is defensive.
Complains.
Has a negative attitude.
Exhibits horn-blowing.
Maintains silence.
Is frequently tardy or absent.
Avoids the manager.
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Coaching
Employee Symptoms (2 of 2)
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Exhibits indecisive work habits.
Requires excessive direction.
Shows loss of confidence.
Misses deadlines.
Procrastinates.
Produces disorganized.
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Coaching
Manager Symptoms
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Avoids the employee.
Makes excuses for the employee.
Follows up on the employee too frequently.
Anticipates Failure.
Does or Re-does Work.
Avoids giving critical or difficult Assignments.
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Coaching
Steps for Dealing with Poor Performance
readysetpresent.com
Prepare. 1
Confront the problem. 2
Explore and acknowledge
the problem.
3
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Steps for Dealing with Poor Performance
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Jointly define the problem. 4
Provide work direction. 5
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Coaching
Dealing with Poor Performance
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“Why are we going to do it?”
“What is our destination?”
“How are we going to do it?”
“How will we monitor progress?”
“I know you can do it!”
“What are we going to do?”
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Coaching
More Steps for Dealing with Poor Performance
readysetpresent.com
Raise the issue. 1
Describe the specifics. 2
Request a change in
behavior.
3
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Agree on an action plan. 4
Follow up. 5
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Coaching
More Steps for Dealing with Poor Performance
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126
Coaching
Discuss Recurring Problems
readysetpresent.com
Avoid accusations
and defensiveness by
using “I” statements.
Encourage the other
person to discuss how
he or she sees the
situation by using
open-ended questions.
Summarize the other
person’s remarks to
ensure that you
understand his or her
perception.
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Coaching
Describe the Specifics
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Mutually discuss
ways of
eliminating the
problem.
Actively seek the other
person’s idea.
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128
Coaching
Request a Change in Behavior
readysetpresent.com
Summarize the
discussion, and
confirm your
commitment.
1
Give the other person
an opportunity to
make any final
suggestions.
2
Set a time and place
for evaluation.
3
Close the discussion
on a friendly,
upbeat note.
4
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Coaching
Agree on an Action Plan
readysetpresent.com
If appropriate, keep
a written record of
the discussion and
agreement.
Evaluate how you
handled the discussion
and what you would
do differently in the
future.
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Coaching
Follow Up
readysetpresent.com
Set up a system for
follow-through.
Assist the other
person in making the
changes you have
agreed upon.
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DISCIPLINARY ACTION – THE LAST ALTERNATIVE
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Disciplinary Action – The Last Alternative
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Definition: A formal management system designed to get the employee to accept responsibility for his/her own
behavior and agree to improve performance or face specific prescribed alternatives.
Role of Human Resources.
Documentation.
Role of your manager.
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Coaching
Steps in Disciplinary Action (1 of 3)
readysetpresent.com
Verbal Warning
Conversation between employee and manager.
Optional memo to file with a copy to the employee.
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Coaching
Steps in Disciplinary Action (2 of 3)
readysetpresent.com
Written Reminder
30-60 day plan given to the employee.
Summary of the discussion reviewed with HR and the manager’s manager.
Summary of follow-up discussions.
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Coaching
Steps in Disciplinary Action (3 of 3)
readysetpresent.com
Updates to HR and the manager’s manager.
Termination discussion.
For a termination resulting from poor performance
to occur, the manager must have a minimum of one
counseling session per week.
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ROLE-PLAY AS A MANAGER
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Role-Play as a Manager
readysetpresent.com
You have been with the company for 15 years,
and you have spent the last seven as a manager
in the IT department. You are a good manager
and are well-liked by the employees in your
department. You understand the performance
coaching system, and you are eager to help your
employees overcome the difficulties they appear
to be having with a newly implemented
regulation.
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Coaching
Role-Play as Employee 1 (1 of 2)
readysetpresent.com
You are a technical support assistant
in the IT department of a consulting
company. You have been in the
position for 2 years and are generally
very good at your job. You have a
tendency, however, to allow support
requests to pile up in your inbox.
The department has a policy of
addressing all requests in order of
importance, but …
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Coaching
Role-Play as Employee 1 (2 of 2)
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… but you sometimes have
difficulty dealing with more than
one situation at a time. This causes
delays for others in your
department and has led to
interdepartmental complaints. You
would like to express the need for
assistance with your workload.
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Coaching
Role-Play as Employee 2 (1 of 2)
readysetpresent.com
You are a graphic designer who is
having trouble mastering the
organization’s new design software,
even though you have received
training. Not using the software
correctly is causing problems with
fellow employees. If you don’t enter
the data correctly they are unable to
access it for their own purposes,
they will…
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Coaching
Role-Play as Employee 2 (2 of 2)
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they will get behind in their work.
You were not involved in the
decision process and see many
faults in the new software. You
would like the opportunity to
express your viewpoint on the
software’s shortcomings.
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Coaching
Observer Guidelines (1 of 2)
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Did the manager focus on the issue?
Was the cause of the performance problem discovered?
Did the manager and the employee agree on a solution?
Did the manager prepare for the meeting? In what ways could you tell?
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Coaching
Observer Guidelines (2 of 2)
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Did they agree on an action plan?
Did the manager document the discussion?
Did the manager review his or her own performance?
What options were explored?
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POST-TRAINING WORKSHEET
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Coaching
Post-training Worksheet (1 of 3)
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List three of the seven steps needed
to prepare for a coaching
performance meeting.
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Coaching
Post-training Worksheet (2 of 3)
readysetpresent.com
Why is it important to
focus on the facts?
To keep the focus on the employee’s
behavior and not get distracted by
arguments or emotions
What are some common causes
of poor performance?
Lack of training, conflicting priorities,
poor attitude, organizational infra-
structure, and lack of incentive
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Coaching
Post-training Worksheet (3 of 3)
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What method can you use to get
the employee to explore the causes
of his or her performance?
Ask open-ended questions.
Why is it important to get
the employee involved in
creating a plan for
improved behavior?
The employee who assists in
developing his or her own actions plan
will be more committed to following
through with improved performance.
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WHAT IS YOUR NEXT STEP
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Action Plan
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Coaching
149
What are you going to
take action on?
Start with the three
easiest items.
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Be as systematic as possible.
Rank the behaviors in terms of their complexity or degree of difficulty.
Rank the behaviors in terms of chronological order.
List specific behaviors.
Action Steps ( 1 of 4 )
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Coaching
150
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Advance to a more difficult behavior.
Break difficult behavior down into several smaller behaviors.
Attach time limits to each behavior.
Begin with the least difficult behavior.
Action Steps ( 2 of 4 )
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Coaching
151
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Review all previous behaviors.
Advance to next most difficult behavior.
Measure and evaluate.
Repeat specific behavior until mastered.
Keep records (preferably visual).
Action Steps ( 3 of 4 )
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Coaching
152
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Reinforce through reward and punishment.
Use visual reminders (pictures, charts, etc.)
Remember: "A small goal is enough!"
Action Steps ( 4 of 4 )
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Coaching
153
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