Developing Your Team: Coaching Subordinates

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Developing Your Team: Coaching Subordinates


Presented by: Keith Reznick and Ron Graham

Presented at E2MA 2013


About Your Presenters

Keith Reznick President, Creative Training Solutions

More than 40 years of sales, sales management, training, and coaching experience

Conducted more than 1,500 workshops [email protected], (856) 784-

3466

Ron GrahamEVP of Business Development, Freeman AV

More than 30 years of business experience

MBA, Northwestern University Avid rock climber, canyoneer, and

mountaineer [email protected], (702)

241-9812


Imagine …


Workshop Overview/Agenda

Incrementally Improve: 1. Recruiting people2. People-development skills3. Communicating goals and

expectations4. Empowering team members5. Providing/obtaining

feedback6. Coaching, counseling, and

motivating

1. Types of risk2. Essential

leadership skills3. Communications

discipline4. Performance

improvement

Overview Agenda


Two Key Types of Risk

Forces outside of your control Reduced by avoiding or mitigating itObjective Risk

Mountaineering World: Falling rocks, ice, high altitude Crevasses and avalanches Bad weather and temperature

E2MA World:

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=57wWFklrMqyLbM&tbnid=PbKg7hN6qJ0nuM:&ved=0CAUQjRw&url=http://www.sassglobaltravel.com/how-to-recognize-signs-of-avalanche-danger-persistent-slab/&ei=wKbYUcuOBafDigKZvYCABQ&bvm=bv.48705608,d.cGE&psig=AFQjCNEAe1iiy8bwWGLz7E65L5UOfhkOyQ&ust=1373239305331012

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=57wWFklrMqyLbM&tbnid=PbKg7hN6qJ0nuM:&ved=0CAUQjRw&url=http://www.sassglobaltravel.com/how-to-recognize-signs-of-avalanche-danger-persistent-slab/&ei=wKbYUcuOBafDigKZvYCABQ&bvm=bv.48705608,d.cGE&psig=AFQjCNEAe1iiy8bwWGLz7E65L5UOfhkOyQ&ust=1373239305331012


Two Key Types of Risk

Subjective Risk

Caused by those experiencing it Can be reduced by:

Identifying & preparing for objective risks

Responding appropriately

Mountaineering World: Poor planning/training Poor team member

selection Bad equipment/judgment Bad communications

E2MA World:

http://en.wikipedia.org/wiki/File:Chesley_Sullenberger_honored_crop.jpg


Beware of the “Death Spiral”!

One poor judgment can increase the probability of another.

Errors provide false information that can lead to more errors

A chain of bad decisions reduces the probability of a successful outcome

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=oBGVqjD4cF90HM&tbnid=_emTMnY6mQaA5M:&ved=0CAUQjRw&url=http://seekingalpha.com/article/204934-how-does-greece-affect-the-united-states&ei=bKvYUYdL546IArmWgKgB&bvm=bv.48705608,d.cGE&psig=AFQjCNHw-3oDHzHI-1jTiiL6rpnFiQgAyg&ust=1373240256457914


Can You Spot the Gorilla?


Avoid “Inattentional Blindness”!

Focus on Specific Problem

More General Watch

Focus Your Team

Inattentional blindness is the failure to notice an unexpected stimulus that is in one’s field of vision when other attention-demanding tasks are being performed. It is categorized as an attentional error.*

* http://en.wikipedia.org/wiki/Inattentional_blindness

http://en.wikipedia.org/wiki/Inattentional_blindness

http://en.wikipedia.org/wiki/Inattentional_blindness


Develop Leadership Capabilities

PositionalExperience/expertiseNetworkPersonal trust

Leadership = Ability to influence perceptions, attitudes and actions

1. Identify/reduce risks2. Leadership “power”3. People development4. Build (earn) credibility and trust 5. Communications discipline6. Motivate and reward Titles ≠ instant credibility

Leadership Capabilities Power Sources Include: Include:


Leadership: Recruit the Best People

How does your team compare?

Have or can quickly acquire relevant skills“Team players”Ability to remain focused for long periods of timePay attention to details when necessaryCommunicate in clear, timely and effective mannerMentally and emotionally stable under stressThink and act quickly in emergenciesHighly resourceful (improvisers)Act independently whenever neededPerformance-oriented

MTN EM


Leadership: People Development

Formal AuthorityDemonstrator Facilitator Delegator

Visual (“see”)Audio (“hear”)Kinesthetic (“do”)

Teaching Style

Align your teaching style with each team member’s learning style

Learning Style


Leadership: People Development

Gamification:

• Rewards engagement• Focuses attention• Speeds up learning• Makes learning

addicting

A business strategy that applies game design techniques to nongame experiences to drive user behavior.

Stages of Learning

Unfamiliarity

Familiarity

Competence

Mastery=

Autopilot

What does mastery enable

you and your team to do?


Leadership: Credibility is Earned

Gain confidence by: Listening and responding Championing causes Guiding development Celebrating progress

Develop skills & experience: Lead by example Teaching Empowering Praising

Help Your Team:


Leadership: Trust is Earned

Honor commitmentsDisplay integrity and

reliabilitySet realistic expectations

“Trust is the fundamental building block of human relationships. It is at the root of how we treat each other. It is a principle that governs how we perceive others and how others see us. It is a standard for how we lead and manage our businesses.”

-- Edward M. Marshall, author of Building Trust at the Speed of Change

Be fair, firm, and friendly Listen and respond to concerns Use objective, not subjective,

criteria to provide guidance and direction

Suggestions


Leadership: Communication Challenges

Have you ever provided direction that: Was totally misunderstood? Generated a response you didn’t expect? Was challenged, ignored, or defied?

What were the consequences?


Leadership: Communications Discipline

• Communications must be clear, timely and sufficient

• Standards should be agreed upon and enforced

• Use visual aids when possible

• Confirm what was said and what was heard are the same

Climber: “climbing,” partner: “climb on!”

Develop insight Resolve conflicts Establish objective

performance criteria Give and receive

objective feedback Develop versatility Teach self-coaching

Create Environment That Fosters Two-Way Communication



Ask (What? Why? How?) questions. Identify what’s important before responding.

Listen objectively for facts and feelings. “Listen” with your eyes; convey interest

nonverbally.

Let the person finish--pause, then respond. Hear what’s been said (not what you want to

hear)!

Acknowledge or support, then probe or respond .

Provide information and probe for feedback.

Probe

Listen

Evaluate

Respond

Develop Insight



Acknowledge

Probe

Respond

Probe

Acknowledge concern

Probe to develop understanding

Ask how they’d resolve the conflict ORSuggest a resolution

Probe for feedback

Resolve Conflicts


Leadership: Establish Performance Criteria

Define and discuss roles and responsibilities

Discuss expectations and results

Identify: Specific skills to be developed Knowledge to be acquired

Use written Action Plans*

* [email protected]


Leadership: Provide Feedback

Don’t make the person defensive

Focus on joint interests and concerns

Provide constructive feedback in private

End on a positive note

“Good and bad things will happen; it's how you react … that makes the difference in your life.” --Ken Blanchard and Spencer Johnson, authors of The One Minute Manager

Be specific; state facts; keep it balanced Teach self-coaching:

“How might you have handled this differently?” “How will you handle a similar situation in the future?”


Leadership: Receive Feedback

Seek and welcome feedback Right time Separate your feelings:

Person Content

Confirm understanding before reacting

Consider feedback objectively Avoid blaming others Act on feedback you receive


Leadership: Self-Coaching

Monitor, measure, and evaluate own behavior and results and use findings to understand, among other things:

• What’s working and why

• What’s not working and why

• Which behaviors should be repeated and which should not


Leadership: Motivation & Reward

Recognize and Celebrate Success!!!


Performance Improvement

Post EDC, will you commit and follow through? Define goals for yourself and your team List and prioritize specific action items Create a 30-, 60-, and 90-day plan Track results, and start process again

http://www.google.com/url?sa=i&source=images&cd=&cad=rja&docid=3EEQhDGLqZ5V0M&tbnid=hufodJZNQjK77M:&ved=0CAgQjRwwAA&url=http://swiftwaterrescue.com/swiftwater-rescue/twelve-knots-to-know-in-2012/&ei=q7HZUcWAI6qoigK1poCYDQ&psig=AFQjCNHtSlta-dNmV2JPpZi9uXiVErklfg&ust=1373307691626146


Leadership: Identify/Reduce Risk

Manage team’s staffing, procedures, communications, and stress

Teach essential skills mastery Identify expectation/progress gaps STOP and evaluate

underperformance Don’t focus on one thing to detriment

of others Trust your gut when things don’t

feel “right”

Develop Your Leadership Skills


Questions?

Leadership & Management

Developing Your Team: Coaching Subordinates