Coaching for Success

Communication and Listening & Coaching for Improvement

Participant Guide
August 23, 2011

For the purpose of this educational training program, we will assume that the training is conducted in a classroom setting with an instructor. In addition, there is also a Power Point presentation that corresponded to each training module. 1

Table of Content
Overview ... 1 Module 1 - Communicating and Listening. 1 Learning Objectives .. 1 The Art of Listening 2 Discussion Questions I strongly disagree.. 4 Discussion Questions I really dont have time for this. 4 Discussion Questions I have a better idea 5 Noise and Non-verbal Cues. .5 Best Practices for Managing Noise. 6 Applying What You have Learned.. 7 Module 2 Coaching For Improvement.. 8 Introduction 8 Your Role in Facilitating Improved Performance. 8
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The Coach as a Catalyst . 9 Discussion Questions This is so unfair.. 11 Discussion Questions The Retreat.. 12 Case study: Preparing for a Follow-up Discussion 14 Applying What You have Learned 18

Overview
As leaders we are expected to invest in our staff, community, and our customers. In order to accomplish that goal we have to consider our communication style and our ability to effectively coach those around us. Throughout this course, we will explore the concept of Coaching for Success. We will have two segments, which will include, Communication and Listening and Coaching for Improvement. Each module will include questionnaires that are intended to illicit thought on behalf of the reader.

Module One: Communicating and Listening

Effective communication is a very important aspect of leadership, when people are able to communicate effectively they are typically informed and about to participate, contribute, and add value to the organization as a whole. Possessing the ability to communicate and listen will equip employees with the skills required to communicate clearly and listen carefully.
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During this module you will learn to:

Explain why good communication and listening skills are important. Use good listening skills to promote effective communication. Apply a set of tips for minimizing the impact of noise and nonverbal, and for using nonverbal to enhance communication. Apply the skills youve learned in the course to enhance the effectiveness of your communications.

Applying this knowledge and these skills will enable you to:
Receive and send clear messages. Listen attentively and understand what people are saying. Manage the nonverbal messages that you send and receive. Choose the best method to communicate your message.

Communication is a very complex skill that takes time to master. To communicate effectively, we need to be proficient in three areas: Focus and understand. Communication requires you to focus on what you and the other person are conveying, and to make sure you both understand. Meet personal needs. Whatever your role in the discussion, you and the people youre communicating with have personal needs: to be understood and to feel valued and respected. Manage nonverbal and noise. Effective communicators pay attention to nonverbal cues they send and receive and minimize the noise, both internal and external.

Communication Strategy Worksheet

It is important to first explore our own communication style. We will discuss a communication Strategy Worksheet later that will help you create a personal communication strategy you can use on the job to handle specific situation. You will be asked to add to it as we complete this course. Please
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note that you do not have to share your thoughts will other if that is your personal choice. We will focus on identifying upcoming or common communication situations that may occur to focus on and explore the following: Do I need to give someone feedback? Do I need to negotiate deadlines or budgets? Do I communicate often with others about work assignments? Do I often need to ask others for help? Do I conduct brainstorming sessions?

The Art of Listening

Listening is a very important aspect of communicating effectively. There are however, four basic communication skills-listening, speaking, reading, and writing. Listening can make the difference between landing or losing a job, making or missing a deadline, or feeling like part of a team rather that an outsider. Despite its importance, listening isnt always given its due, as many choose to value speaking more.

Are you Listening?

Listening isnt a stand-alone skill. It reaches across three areas of effective communication: Focus and understand. Meet personal needs. Manage nonverbal and noise.

The self assessment will present 3 statements that focus on your ability to listen. Once you have received the form from the facilitator, read and rate yourself on your statements. We will discuss after everyone has completed the exercise. Listening isnt always easy, so its important to find ways to overcome barriers to listening. Read the following 3 statements, and write your ideas for overcoming the barrier in the space presented below.
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I Strongly Disagree! With her very first statement, you knew she was wrong. You simply do not agree with what she is saying. You cant really understand why she feels the way she does, as you feel the total opposite. What can you do to listen openly, even when you do not agree? _____________________________________________________________________________ _ _____________________________________________________________________________ _ _____________________________________________________________________________ _ _____________________________________________________________________________ _

I Really Dont Have Time for This! Priorities are mounting. Youre working toward a deadline. The customer is waiting for you to assist them. There are times that you may feel as though you do not have time to listen to their issue, because you are busy working towards your own deadline. How would you feel if you had a similar concern? Would you want someone to listen to you and solve your issue (if possible)? How would you overcome the barrier of listening to the concerns of another? ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ I Have a Better Idea! There is a problem, and youre certain that you have the answer. There is no sense listening to anyone elses ideas because yours is best.
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What can you do to overcome this listening roadblock? _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ Discussion Questions: How do you feel about your listening and communicating skills (based on your answer)? Would you consider yourself an effective communicator?

Take a moment to recall a good conversation that youve had with an individual. Was the conversation meaningful because you felt as if you heard them and they heard you? What were you able to observe from talking to that person? One can only really see what a person is doing and hear what a person is saying. To eliminate guess work about thoughts and feelings, you need to: Ask Reflect Summarize Check for understanding

(Define in PP) When listening to others we can utilize empathy, sympathy and apathy. All are important aspects of relating to another. Summary of Module: Listening is one of the most important aspects of communication. It requires using more than just your ears. To fully understand someones message, you also need to pay attention to nonverbal, which may be, facial expressions, posture, gestures, and voice inflection.

Noise and Nonverbal Cues

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When you are trying to be an active listener you attempt to speak clearly and ask the right questions but communication can still prove to be difficult. Distractions can be a large reason for that. Consider this scenario: Tom has arrived late for a meeting. He just finished up a call with an irate client, and he is still thinking about the conversation and how he can fix it. As such, he is too distracted to concentrate on the meeting at hand. If he is not concentrating there is a great chance that he will not make his input clear while presenting it at the meeting. The above scenario, is the perfect example of internal noise anything inside us that hinders communication. Some examples may include, personal biases, moods, and our feelings. Communication can also be hampered by external noise, such as loud talking or music that you hear coming from a peers area. Non-verbal communication can also help or hurt the way one communicates. Best Practices for Managing Internal Noise Internal noise can interfere with communication. Here are some types of internal noise and some best practices for handling them. Interpersonal Issues Interpersonal issues can be the result of relation issues amongst people. Consider the following approaches when attempting to manage: Before arguing a point, take a deep breath. Think about what you are going to say before you say it. Consider how the person is going to respond. Can you empathize with them? Try to put aside any negative feelings prior to speaking. Focus on words rather than the feeling they derive.

The self assessment will present 3 statements that will help us focus on your ability to listen. Once you have received the form from the facilitator, read and rate yourself on your statements. We will discuss after everyone has completed the exercise.
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Preoccupation Preoccupation could involve someone thinking about or doing other things that dont relate to the discussion that is taking place. To combat preoccupation, you might attempt the following:

Write down whats on your mind while it is fresh. If possible, reschedule the meeting or take a short break. Ask others to summarize if you have trouble understanding what they are saying. Devote your time to an individual if they are speaking to you. Stop all other activities.

Noises Noises could include the click of a clock or a loud co-worker. The ear doesnt discriminate as it hears everything that is in range. To manage noise, consider these approaches: Attempt to find a quiet location. If it is a person that is making the noise, politely ask if they could keep it down. If possible, put on a less offensive background noise that may add relieve (i.e. a radio or a fan).

Applying What Youve Learned

So far you have learned that how you communicate and listen is one of the most critical skills needed to be an effective leader. Communicating poorly can cost an organization money and time. It can also create poor morale and result in sagging production. Communicating and listening consists of sending and receiving clear messages. In order to be an effective leader and coach appropriated these skills are of the utmost importance. We must be cognizant of the fact that at any given moment, the sender and receiver can switch roles as they exchange thoughts and feelings.
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We have effectively covered the concept of listening and communicating, we will now build on those concepts and discuss how we can use those to become effective coaches in the workplace.

Module 2: Coaching for Improvement Introduction

According to Werner and DeSimone, Effective managers and supervisors realize that they must take an active and positive role in employee performance to ensure goals are met. (p.314). Leaders oftentimes encounter situations in which people have not met the expectations that are required of them when that occurs we need to be prepared to effectively coach employees in an effort to increase productivity and performance. When coaching it is important to distinguish poor performance from poor work habits so that you can:

Recognize opportunities for improvement. Handle situations appropriately. Proactively prepare for challenges that may adversely affect performance.

During this course you will learn to:

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Identify work habits and performance issues that need to be addressed. Learn to determine if there performance is a result of, poor performance or poor work habits. Acquire the knowledge necessary to effectively conduct improvement discussions. Develop the skill necessary to utilize your newly gained knowledge in the workplace

Your Role in Facilitating Improved Performance

When someone is performing poorly or displaying poor work habits, our role as leaders is to work with that person to facilitate improvement. This course focuses on the skills and tools you need to do that. Some include:

A process for discussing improvement with an employee. Ways to recognize and handle emotional issues. Forms that will enable you to prepare to have improvement discussions.

During improvement discussions leaders should consider themselves a catalyst for change. As that catalyst, you are: The spark that ignites others to move toward positive performance improvement, versus taking responsibility for someones improvement yourself. Assist employees with taking responsibility for improving. Help others understand the impact of improvement, and the potential consequences if they fail to improve.
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The Coach as Catalyst

In todays work environment, improvement should be viewed as a shared responsibility in which both the leader and the employee understand the fact that each is invested in improvement.

As a leader you are responsible for fostering an environment that builds commitment, and encourages others to develop a plan for improvement and carry it out. It is very important that you understand that the individual is ultimately responsible for making the required improvements and carrying out the plan.

The catalyst approach to leadership:

Isnt just another role. Its a broad mindset to the overall leadership approach. Requires a shift in thinking. Catalysts recognize that everyone has to take on responsibilities and be accountable for getting work done. The focus should be on providing employees with the tools required to do a job well. Multiplies effectiveness. Catalyst leaders multiply their impact and effectiveness by enhancing the impact and effectiveness of the people that they lead. Helps ensure consistency. Catalysts demonstrate consistent behaviors, energizing and mobilizing others in every appropriate situation.

A catalyst is NOT:

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Someone who simply dictates. A role that can be adopted overnight. An appropriate approach in every situation with every person.

Examples of what to do and not to do when adopting the catalyst approach to leadership:

A catalyst does..

A catalyst does not.

Encourage others to find the cause of the problem. Spur others to take responsibility for change. Urge others to take actions that will lead to lasting improvement. Promote self-reflection about natural. Consider each persons needs and circumstances. Foster open dialog to develop the best solutions. Trust people to change, even when set-backs occur. Motivate people by offering specific feedback for improvement in a supportive way.

Guess about the cause or listen to hearsay. Control the improvement process Insist on only immediate (and often short-lived improvement. Impose consequences that demonstrate power over others. Force a one size fits all approach. Mandate solutions. Withhold support and resources unless absolutely necessary. Criticize people when improvement efforts are insufficient.

Even when using the catalyst approach to leadership you may still encounter challenges when attempting to discuss performance or work habit improvement opportunities with others. Lets explore the following scenarios in an effort to determine betters means of handling a particular situation.
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This is so unfair!

Situation: Jessica has come in late on several occasions recently, and it is starting to adversely affect the teams work flow.

Tom, the supervisor, tries to address Jessicas tardiness with her and explain to her how her actions are affecting other employees, as the team has had to work overtime in an effort to complete Jessicas work.

Question 1: How do you think Jessica is feeling right now? Why?

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Question 2: If you were Tom, what might be your initial reaction to Jessicas feelings?

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Question 3: How can Tom handle this situation? What can he say or do (utilizing the catalyst approach to leadership) that would encourage change?

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The Retreat

Situation:

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Mike has been very preoccupied and unfocused lately. This is affecting his performance. John (his supervisor) has a discussion with Mike. John knows that Mike has missed a few deadlines, which fortunately has not yet led to major consequences. However, John is concerned about a pattern forming. He expresses his concerns, and they discuss some actions to correct the situation. As the discussion ends, John does one last check.

Question 1: How would you approach the discussion with Mike?

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Question 2: Would it be beneficial to document Mikes behavior in his file?

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Question 3: What behaviors would a catalyst leader take in this situation? 16

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Addressing the aforementioned issues appropriately can be achieved if you conduct a coaching analysis prior to meeting with an employee to discuss performance issues.

According to Werner and DeSimone, Coaching analysis is the process of analyzing factors that contribute to unsatisfactory performance and deciding on an appropriate response to improve performance. (p. 322).

Werner and DeSimone also provide readers with steps that supervisors can use to conduct a Coaching Analysis. The steps are listed below.

Identify the unsatisfactory employee performance. Is it worth your time and effort to address? So subordinates know that their performance is not satisfactory? Do subordinates know what is suppose to be done? Are there obstacles beyond the employees control? Does the subordinate know how to do what must be done?
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 Does a negative consequence follow effective performance? Does a positive consequence follow nonperformance? Could the subordinate do it if he or she wanted to?

Answering the above questions prior to having a coaching session, may enable you to effectively coach an employee through a performance issue that is adversely affecting their performance.

See the steps listed below that outline steps for supervisors to use to conduct a coaching discussion and follow-up. (See text p.329)

Identify the employee performance issue to be discussed; be specific, factual, respectful, and supportive in presenting this issue to the employee. Seek the employees reaction and response to the supervisors presentation of the performance issue. Seek out the employees agreement that a performance problem exists. Mutually discuss alternative solutions to the issue. Mutually agree on goals to set, actions to take, and the follow-up plan that will be used to resolve the issue. Follow up on this issue at the agreed-upon time and in the agreed upon way. Recognize and reward employee improvements and achievements as they occur.

Case Study: Preparing for a Follow-up Discussion

Read the Case Study that follows. As you read it, think about:
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Whether Alex has improved. How to reinforce progress. Natural consequences of lack of improvement. Possible ideas for improvement.

After you have read the background, begin working on a blank Discussion Notes form that you will find in your packet.

Situation:

You lead a team that is converting outdated systems. The impending deadline is causing increased urgency and decreased collaboration, especially with Alex, the teams SME (Subject Matter Expert).

Alex has been having trouble balancing his workload with the need to provide more support for his teammates. As pressure builds to complete the project, he has become less helpful and less tolerant of interruptions. Alex mentioned that if people try harder, they could address their own questions. You have already spoken to Alex about the perception. Although he seems to be very defensive at times, he agreed to: o Develop a QRG (Quick Reference Guide) to assist with employee questions. o Ask team members how he can be more helpful, while attempting to reduce interruptions. o Be patient and supportive if asked for help.

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Alex has created the QRG and has spoken with the team, but many still complain about his interpersonal skills. Requests are still being handled poorly. You are annoyed at Alexs continued lack of team work, as people would prefer to struggle or guess rather than ask him a question.

Preparing for the Discussion

You must have a follow-up discussion with Alex to further discuss the issues and agree on a plan for improvement. Youll describe the situation by: Reminding Alex of his agreements and state that his commitment to better support the team has not been fulfilled. Address specific concerns that have been brought to your attention. Share the feelings that other employees have expressed.

The situation concerns you because:

People could miss deadlines if they dont seek help. Alexs lack of support is causing tension and bad feelings, and his reputation is becoming tarnished.

Your ideas for Improving the Situation

The problem lies in Alexs responsibility, as he has to not only complete his own work, but he also has to support the team. Possible collaborative solutions may include:

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Getting Alex help at peak times. Asking others to hold routine questions until a certain part of the day. Checking with the team to ensure that theyre using the QRG. Asking others to let Alex know when hes short with them. Cross training another employee that can possibly relieve some of Alexs pressure.

The ultimate goal when coaching in this situation is to get Alex to agree to corrective remedies, identify how everyone will support the them, and progress check should be planned and implemented.

Alexs Potential Reactions

Leaders should always consider the fact that everyone has personal needs that need to be met. Although Alex seems to be the problem, it is important to remember that he too has practical needs that would assist him in achieving improvement in his performance.

Consider the following:

Doing complex technical work amid interruptions can be very frustrating. Alex is doing fine with the technical aspect of his job. He also finished the QRG, which has proved to be beneficial when issues arise.

In this situation Alex could become very frustrated, defensive, and angry as he hears complaints from the team. He may really feel as though he is contributing 110% to the success of the team.

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Tips for Closing a Coaching Discussion

To close the discussion positively and proactively, you may plan to:

Compliment Alex for his technical work and acknowledge the fact that you understand the difficulty of meeting several demands at one time. Reinforce meeting with the team to explain Alexs dual role. Reinforce any workable ideas Alex suggests and, if his plans seem workable, express support of Alexs suggestions and implement to the best of the teams ability.

Discussion Notes Form:

Question 1: How would you open the conversation with Alex? Remember that you should first establish a purpose and express the importance of the discussion to him.

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Question 2: What will you say to uncover causes and rationale for Alexs behavior? How will you explore and address natural consequences of continued poor behavior?

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_____________________________________________________________________________ Question 3: What might you say to move the discussion into development ideas? How could you get Alexs ideas on resources and support going forward to improve performance?

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Question 4: What could you say that would encourage Alex to agree on actions that need to occur in the future to correct the present situation?

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Question 5: What might you do to highlight important features of the discussion? How might you state your belief in the outcomes? What might you say or do if you dont feel confident in Alexs plan or his commitment to improve?

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Summary: Applying What You Have Learned

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Remember, the more you practice using the Discussion Guides, process skills, and key principles in planning for and conducting improvement discussions, the more effective you will become. Eventually, the skills presented will become second nature to you.

Coaching people toward improvement is a big responsibility that can lead to huge payoffs, such as:

Increased job satisfaction Increased productivity Team unification

Remember you are the catalyst, encouraging others to improve.

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