Gabrielle Consulting, Inc. - Turbocor Coaching and...

CoachingandMentoringDanfossTurbocor

24August2010

Gabrielle K. Gabrielli, Ph.D.

GroundRules

1.  TurnanycellphonesorpagerstotheofforvibrateposiBon.

2.  ListenacBvely.3.  ParBcipatetothefullestofyourability.4.  Keepanopenmind.

Purpose

Thepurposeofthistrainingistoprovide:

 DiscussiononhowtomaximizeopportuniBesandovercomebarrierstocoaching,mentoring,anddelegaBng

 Anopportunitytolearnaboutyourstrengthsandareasforimprovement

 IdeasforyoutoimplementeffecBvestrategiesoncoachingandmentoring

Agenda0800 GroundRules,LearningObjecBves,ReviewandConnecBons

0815 CoachingandMentoringOverview,Defini5ons,Benefits

0900 Delega5ng AcBvity Self‐Assessment

1000 Break1015 ConsideringCulturalDifferencesinCoachingandMentoring

1100 ApplyingCoachingandMentoringStrategiesatDanfossTurbocor AcBvity

1145 CourseWrap‐Up

360DegreeFeedback

Credit:M.Edwards&A.Ewen,"360DegreeFeedback:ThePowerfulNewModelforEmployeeAssessment&PerformanceImprovement,"1994,NewYork:AMACOM

Review:CompetenciesofSocialCogniBon/EmoBonalIntelligence

1.  Self‐awareness2.  Self‐regulaBon3.  Self‐moBvaBon

4.  Empathy

5.  EffecBverelaBonships

LearningObjecBves

Bytheendofthiscourse,parBcipantsshouldbeableto:  Describetheimportanceofcoachingandmentoring

toimprovingmoBvaBonandperformance.  StatethebenefitsofdelegaBon.  Evaluatetheirownabilitytodelegate.  Describewaystoovercomebarriersincluding

culturaldifferencesinpercepBonofcoaching,mentoring,anddelegaBon.

  IdenBfystrategiesthatcanbeappliedatDanfossTurbocor.

CostsofTurnover

•  80percentofturnoverisduetohiringmistakes.

•  HRexpertssaythatsupervisorstypicallyspend80%oftheirBmewith20%oftheiremployees.

•  TurnoverisesBmatedtocost50‐100%ofayear’ssalaryoftheposiBon.

PerformanceManagement

PerformanceManagement•  TheprocessofcreaBngaworkenvironmentwherepeopleareenabledtoperformtothebestoftheirabiliBes

•  AwholeworksystemthatbeginswhenajobisdefinedasneededandendswhenanemployeeleavestheorganizaBon

•  PrimaryfocusisonconBnualdiscussionofworkperformancetoidenBfywaystoimproveit

PerformanceManagementOrienting to New Work

Familiarize new employees or employees beginning new work assignments with the information needed for them to succeed.

Establishing Direction

Set the context for work.

Coaching for Results

Guide employees toward intelligent, self-directed performance.

Reviewing Performance

Focus on assessing performance against agreed upon results.

Developing Others

Focus on building performance to exceed expectations and/or to develop new skill sets.

PerformanceConversaBons

IncreasingskillineachconversaBonshouldincludethese3levels:

•  Assignmentsonthejob

•  Coachingfromothers

•  Training(formalandinformal)

PerformanceConversaBons

OutcomesofeachconversaBon:•  Enhancedtrust•  AgreementonanacBonplan

•  Employeeownershipoftheplan

•  IncreasedproducBvity

FactorsAffecBngPerformance

MoBvaBonistheKeytoPerformance

MoBvaBon

Performance

Herzberg’sMoBvaBonTheory

•  HygieneFactors1.  Supervision2.  RelaBonshipw/peers3.  RelaBonshipw/boss4. WorkingcondiBons

5.  Companypolicies6.  Salary

•  MoBvators1.  RecogniBon2.  Achievement

3.  Workitself4.  Responsibility5.  Advancement6.  Growth

StrategiestoImproveMoBvaBon

•  EffecBveposiBvereinforcement•  EffecBvecorrecBvediscipline•  Fairandequaltreatment

•  SaBsfacBonofemployeeneeds

•  Appropriategoals•  Rewardsbasedonjobperformance

MoBvaBngEmployees

•  CommunicateeffecBvely•  ProvideeffecBvefeedback

– CorrecBve– PosiBve

•  Resolveconflicts•  ImproveemoBonalintelligenceinyourselfandinothers

•  Helpothersbethebesttheycanbe

ASTDBestAwardsBuildingtalent,Enterprise‐wide,SupportedbytheorganizaBon’s

leaders,fosteringaThoroughlearningculture•  Learninghasanenterprise‐widerole:involvedintheexecuBve

team,creaBngsoluBonstobusinessissues,andseengorganizaBonalstrategy

•  LearninghasvalueintheorganizaBon'sculture:learningopportuniBesforemployeesandsupervisorsaswellasexecuBves,learningforgrowthoftheorganizaBon,andinnovaBon

•  LearninglinkstoindividualandorganizaBonalperformance:alignmentwiththebusiness,efficiency,measurementoftheeffecBvenessoflearning,andsuccesswithnon‐trainingsoluBonsforbusinessneeds

•  InvestmentismadeinlearningandperformanceiniBaBves.

19

CommunicaBonModel

Shannon-Weaver (1949)

CommunicaBonModel

Face‐to‐FaceCommunicaBon

•  ThepreferredmethodofcommunicaBontogatherotherinformaBonbesidesthewordsthemselves– Body language – Facial expressions – Tone – Pitch

ReviewofFeedback

Behavior‐based

“Whycan’tyougetthingsdoneonBme?”

changesto

“Yourrequestwasturnedintwodaysalerthedeadline.”

Specific

“Yourreportsaresloppy.”

changesto

“Yourreportthismonthcontainedthreespellingerrors.”

EffecBveFeedbackCharacterisBcs

•  Feedbackisspecific.•  Feedbackisfocusedonbehaviorratherthanontheperson.

•  Feedbacktakesintoaccounttheneedsofthereceiverofthefeedback.

•  Feedbackissolicited,ratherthanimposed.

•  FeedbackinvolvessharinginformaQonratherthangivingadvice.

EffecBveFeedbackCharacterisBcs

•  Feedbackisdeliveredasimmediateaspossible.

•  Feedbackisintendedtobenefitthereceiver.•  Feedbackconcernswhatissaidordone,orhowitissaidordone,notwhy.

•  FeedbackshouldbecheckedtoensureclearcommunicaQon.

•  FeedbackallowsBmeforthereceivertoaskquesBonsorgetbemerclarificaQon.

Empowerment

Youcanbuysomeone’sBme,youcanbuysomeone’sphysicalpresenceatagivenplace;youcanevenbuyameasurednumberofskilledmuscularmoBonsperhourorday.Butyoucannotbuyenthusiasm;youcannotbuyiniBaBve,youcannotbuyloyalty;youcannotbuydevoBonofhearts,minds,andsouls.Youhavetoearnthesethings.

‐ClarenceFrancis

Mentoring

•  FocusesonprofessionaldevelopmentacBviBessupportedbyanexperiencedpeerorcolleague

Coaching

•  Focusesoncorecompetencies,apBtudes,andskills

Kolb’sLearningCycle

1.  Lifegivesus"gils"intheformofopportuniBestohaveEXPERIENCES.

2.  CoachingprovidestheopportunitytogetFEEDBACKfromtheseexperiences‐thisisachievedbyquesBoningandclarifying.

3.  FurtherprobingandquesBoningcreatesinsightsandcommonthemeswhichleadtothelearnerREFLECTINGontheexperiences,theacBonthatwastakenandtheconsequencesofthisacBon.

Kolb’sLearningCycle

4.  Fromtheseinsightsandpersonaldiscoveries,CONCLUSIONSaredrawnthat,ifsufficientlypowerful,canrelatebacktoothercurrentorpastsituaBons.

5.  ThevaluablelessonslearnedfromthisexercisearethenappliedtofuturesituaBonsintheformofEXPERIMENTS.

6.  Fromtheseexperiments,EXPERIENCESareprovidedaswellasfurtheropportuniBestolearnmoreandthecyclegoesaroundagain.

ExperienBalLearning

"Itisn'tthemountainsaheadtoclimbthatwearyouout;it'sthepebbleinyourshoe.”

MuhammadAli

Mentoring and Coaching

Mentoring and coaching must be infused into all levels of leadership in an organization to remain competitive in the global market.

DefiniBonofCoaching

Mentoring and Coaching

Mentor Protégé

Coach Protégé

Mutual and

Shared

One way

Mentoring vs. Coaching

SystemaBcMentor‐Coach‐ProtégéModel

PoorCoachingExample

•  Cho:Vanessa,lastmonth,yousubmiTedareporttwodayslate.NextQme,pleasebesuretosubmititonQme.

•  Vanessa(lookingpuzzled):Whatreport?Andwhendidthishappen?

BemerCoachingExample

•  Cho:GoodmorningVanessa.IwantedtoletyouknowthatIreceivedyourmonthlystaQsQcsreportyesterday.Thereportwascompleteandhadnoerrors.Thankyouforthegreatworkquality.IdowanttomenQonthatthereportwassubmiTedlate.IknowyouwereworkinghardtosubmititonQme,butonnextmonth’sreport,letmeknowifIcanhelpyougetitinearlier.Or,ifyouanQcipatesubmi[ngitlate,pleasegivemeaheadsup.IappreciateyourhardworkandthequalityapproachyoutakeincompleQngyourreports.

•  Vanessa(smilingnow):Iwillbesuretoletyouknow,thoughIdon’tthinkitwillbelateagain.Iamge[ngmorecomfortablepreparingthereport.

Example:IEEEMentoringCriteria•  willingtogiveBmeandefforttothementoringpartnership

•  abletocommunicateeffecBvelywithothers

•  willingtosharesomecareersuccessesandfailures

•  individualswhomaybeorhavebeenexecuBves,consultants,orinmiddleoruppermanagement,orinresearch

•  individualswhomaybeorhavebeeneducators,entrepreneurs,orself‐employed

•  individualswhomaybeorhavebeenprovenleadersofferinginspiraBonandinsight

•  individualswhomaybeorhavebeenIEEEofficersorvolunteers

•  willingtoreviewanorientaBonsessiontolearnguidelines,toolsofprogramandthementee,andthementor'sroleandresponsibiliBes

Coaching Benefits

Improves performance results through feedback and recognition

Coaching Coaching is:

•  Helping others reach their optimal potential in order to perform their best

•  Helping others take responsibility for their work and career

•  Helping others learn and grow

Coaching Coaching is a mindset that encourages learning and growth in your employees.

Coaching requires: Asking not Telling + Listening not Speaking =

An empowered staff with increased awareness and ability to take responsibility for their jobs and careers.

PRICECoachingModel

•  P‐PINPOINTperformanceobjecBvesinobservableterms.

•  R‐RECORDnotestomeasureandtrackperformance.

•  I‐KeeptheemployeeINVOLVED.

•  C‐COACHtheemployeebyguidingandprovidingfeedbackonnewperformance.

•  E‐EVALUATEtheresultsandestablishfutureperformancemeasuresandgoals.

Negative Awareness Question Examples

Question Result Why didn’t you do it the way I showed you?

Leads to defensiveness

Are you following the process?

Closed question provides too little information

Raising Awareness

Positive Awareness Question Examples

Question Result What action did you take?

Focuses on the actions taken, not the results

Can you describe the process followed?

Focuses on the process, not the results

Raising Awareness

Awareness Question Examples

What is happening now? What have you done so far?

How did others react?

What are some examples?

How do you feel about it?

What do you see as your obstacles? What else do you need to know?

Responsibility

Responsibility is a choice, therefore a coach asks questions that provide the opportunity for staff to take responsibility.

How would you make the employee take responsibility?

Statement Result

Bob, you have the necessary skills so lead the proposal team.

Demand does not equal responsibility, nor does it make others feel responsible.

Responsibility

Positive Responsibility Example

Question Result Bob, you have the necessary skills. Would you like to lead the proposal team?

Choice does equal responsibility.

Taking Responsibility

What could you do?

Additional Responsibility Questions:

How would you solve this situation?

How would someone else solve this situation?

Who’s good at this?

If this were your business, what would you do?

Taking Responsibility

Taking Responsibility

Will doing this achieve the goal?

Additional Responsibility Questions continued:

Can you do this?

What have you already tried?

Which option will you choose?

What other options are there?

GROW Coaching Model Raising awareness and encouraging responsibility is summarized in the GROW coaching model.

• What do we want to accomplish?

•  What is the objective?

GOAL

• What’s happening now?

• What have we done so far?

REALITY • What can we do? • What options are

available?

OPTIONS

• Commit to taking action.

• What will you do?

WILL

FEEDBACK FEEDBACK

FEEDBACK

Goals A coach assists direct reports in determining what needs to be accomplished. 1.  The end goal is the final objective. 2.  The performance goal provides a way to

measure progress being made towards the end goal.

Goals

When setting a Goal, ask questions like…

•  What do you want to talk about?

•  What would you like to achieve from this session?

•  What's the most important thing?

Reality

The Reality phase provides the opportunity for both coach and direct reports to investigate the current situation and discover all relevant facts. This should be done in a slow methodical pace. Facts may be uncovered that require an adjustment to the Goal.

In fact, do not be discouraged if the model really looks like GRGRGRGROW.

GROW Coaching Model

• What do we want to accomplish?

•  What is the objective?

GOAL

• What’s happening now?

• What have we done so far?

REALITY • What can we do? • What options are

available?

OPTIONS

• Commit to taking action.

• What will you do?

WILL

FEEDBACK FEEDBACK

FEEDBACK

Reality

When determining the Reality of a given situation, ask questions like…

•  What is happening now?

•  How do you feel about it?

•  What are the facts?

Options

Ask open-ended questions to help employees brainstorm options that will accomplish the Goal.

When exploring Options, ask questions like. . . •  What have you already tried? •  What else might you try? •  How would you rate these options?

Will •  The Will phase is where discussion transforms

to decision. •  Once all options have been considered, direct

reports must decide what actions to take. •  At this point the coach should assist but not

impose their will. •  It is the direct report’s commitment to their own

course of action that will generate the best chance of success.

Will

When developing an action plan, try questions like...

•  What are you going to do?

•  When are you going to do it?

•  Will this action meet your goal?

Coaching

Coaching is an informal continuous process that can occur spontaneously.

Coachable opportunities to look for include:

•  When asked for help, advise

•  When you observe a specific behavior

•  When you receive feedback about the individual

Tips and Pitfalls

•  Build on another conversation or meeting that can lead to the topic

•  Use regularly scheduled feedback sessions •  Ask, “how’s it going?” or if “now is a good time?”

•  Ask yourself, “If someone were to tell me this, when, where, and how would I like them to do it?”

Tips and Pitfalls Pitfalls

•  Don’t rush. Allow enough time to prepare for conversations and meetings.

•  Provide corrective feedback in private.

•  Avoid elevator or hallway chats as they do not provide ample time.

•  Avoid closed-ended questions.

Tips and Pitfalls Pitfalls

•  Avoid ‘why’ questions. They are loaded questions that can reflect a judgmental attitude.

Example Bob, why did the server fail yesterday?

Bob, what do you think caused the server to fail yesterday?

✗

✔

Coaching Conversations

The best approach ultimately depends upon the individual, but some suggestions are:

•  Allow the individual to set the goal of the conversation

•  Start positive by focusing on opportunities and possibilities

•  First, ask for their thoughts and listen actively

Coaching Conversations

•  Be patient and friendly.

•  Do not use complicated terms.

•  The coach’s purpose is to help, not vent or punish.

•  Listen actively - suspend judgment, be empathetic.

•  Use open-ended question to encourage discovery.

CompletetheDelegaBonSelf‐Assessment

CoachingLeadstoDelegaBon

DelegaBonCharacterisBcs

•  Managementresponsibility•  RolerelaBonships•  SpecificaBonofobjecBves•  Transferofauthority•  MoBvaBonalchallenges

•  Accountabilityforresults•  Provisionofresources

TipsforCross‐CulturalCommunicaBon

•  1.SlowDown.EvenwhenEnglishisthecommonlanguageinacrossculturalsituaBon,thisdoesnotmeanyoushouldspeakatnormalspeed.Slowdown,speakclearlyandensureyourpronunciaBonisintelligible.

•  2.SeparateQuesBons.TrynottoaskdoublequesBonssuchas,“Doyouwanttocarryonorshallwestophere?”InacrossculturalsituaBononlythefirstorsecondquesBonmayhavebeencomprehended.Letyourlisteneranswerone

quesBonataBme.

From Neil Pane, Culturosity Learning Center

TipsforCross‐CulturalCommunicaBon

•  3.AvoidNegaBveQuesBons.ManycrossculturalcommunicaBonmisunderstandingshavebeencausedbytheuseofnegaBvequesBonsandanswers.InEnglishweanswer‘yes’iftheanswerisaffirmaBveand‘no’ifitisnegaBve.Inotherculturesa‘yes’or‘no’mayonlybeindicaBngwhetherthequesBonerisrightorwrong.Forexample,theresponseto“Areyounotcoming?”maybe‘yes’,meaning‘Yes,Iamnotcoming.’

•  4.TakeTurns.CrossculturalcommunicaBonisenhancedthroughtakingturnstotalk,makingapointandthenlisteningtotheresponse.

•  .

TipsforCross‐CulturalCommunicaBon

•  5.WriteitDown.Ifyouareunsurewhethersomethinghasbeenunderstoodwriteitdownandcheck.Thiscanbeusefulwhenusinglargefigures.Forexample,abillionintheUSAis1,000,000,000,000whileintheUKitis1,000,000,000.

•  6.BeSupporBve.EffecBvecrossculturalcommunicaBonisinessenceaboutbeingcomfortable.GivingencouragementtothosewithweakEnglishgivesthemconfidence,supportandatrustinyou.

TipsforCross‐CulturalCommunicaBon

•  7.CheckMeanings.WhencommunicaBngacrossculturesneverassumetheotherpartyhasunderstood.BeanacBvelistener.Summarizewhathasbeensaidinordertoverifyit.ThisisaveryeffecBvewayofensuringaccuratecrossculturalcommunicaBonhastakenplace.

•  8.AvoidSlang.Eventhemostwelleducatedforeignerwillnothaveacompleteknowledgeofslang,idiomsandsayings.Thedangeristhatthewordswillbeunderstoodbutthemeaningmissed.

TipsforCross‐CulturalCommunicaBon

•  7.CheckMeanings.WhencommunicaBngacrossculturesneverassumetheotherpartyhasunderstood.BeanacBvelistener.Summarizewhathasbeensaidinordertoverifyit.ThisisaveryeffecBvewayofensuringaccuratecrossculturalcommunicaBonhastakenplace.

•  8.AvoidSlang.Eventhemostwelleducatedforeignerwillnothaveacompleteknowledgeofslang,idiomsandsayings.Thedangeristhatthewordswillbeunderstoodbutthemeaningmissed.

TipsforCross‐CulturalCommunicaBon

•  9.WatchtheHumor.Inmanyculturesbusinessistakenveryseriously.Professionalismandprotocolareconstantlyobserved.Manycultureswillnotappreciatetheuseofhumorandjokesinthebusinesscontext.Whenusinghumorthinkwhetheritwillbeunderstoodintheotherculture.Forexample,BriBshsarcasmusuallyhasanegaBveeffectabroad.

•  10.MaintainEBqueme.ManycultureshavecertaineBquemewhencommunicaBng.Itisalwaysagoodideatoundertakesomecrossculturalawarenesstrainingoratleastdosomeresearchonthetargetculture.

AcBvity

•  Spend5minuteslisBngasmanytasksthatyoucanrecallyoudoinyourdailyjob.Bespecific.

•  Underlinethetasksthatyoucurrentlydelegate.

•  Circletheonesthatyoucoulddelegate,butyoudon’t.

WhySupervisorsDon’tDelegate

•  Quality•  PerfecBonism

•  Need•  Insecurity•  LackofTeachingAbility

•  AversiontoRisk•  TimeConsuming

•  Fear•  Timidity

•  Overload

GrowingEmployees

•  “Themostpowerfulformoflearning,themostsophisBcatedformofstaffdevelopment,comesnotfromlisteningtothegoodworksofothersbutfromsharingwhatweknowwithothers….

•  ByreflecBngonwhatwedo,bygivingitcoherence,andbysharingandarBculaBngourcralknowledge,wemakemeaning,welearn.”

‐RolandS.Barth

Conclusions

•  gabrielle@gabrielleconsulting.com •  Presentation, handouts, resources: Last month’s training: http://gabrielleconsulting.com/turbocor-sc Today’s training: http://gabrielleconsulting.com/turbocor-coach