how to coach employees with compassion (part 2)

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Attendees learned valuable strategies on how to use compassion to prepare for their coaching sessions: * Set a positive climate that fosters respect * Focus on long-term development— not on altering short-term performance * Discover your employees’ personal goals Part Two of our 3-part series took place on Tuesday November 29 at 2 pm ET. Join us as Teleos’ scholar-practitioners, Suzanne Rotondo and Gretchen Schmelzer share how you can: * Deepen the conversation with your team * Get the feedback you’re looking for * Build on the coaching reflections from Part One

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Coaching with Compassion (Part 2)Teleos Leadership Institute

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1Rypple Leadership SeriesYour HostNick SteinDirector of Content & Media Rypple@stein_nick

Our Guests

Suzanne Rotondo & Gretchen SchmelzerExecutive Director & Senior ConsultantTeleos Leadership Institute

Coaching with Rypple

Rypple Leadership SeriesYour HostNick SteinDirector of Content & Media Rypple@stein_nick

Our Guests

Suzanne Rotondo & Gretchen SchmelzerExecutive Director & Senior ConsultantTeleos Leadership Institute

PollingWhere in the world are you? US EastUS WestUS OtherCanadaEuropeAsiaAfricaAustralia/New Zealand

To get the most out of todays webinar..Be here.Be open.Have a notebook and a pen to write.Be willing to commit to action.

About Teleos Leadership Institute

Teleos is the team behind New York Times bestselling business books and numerous articles on leadership in Harvard Business Review.Founded in 2001 by scholar/practitioners in leadership. We emphasize mindfulness, hope and compassion as key to success.

We are executive coaches and also train and supervise other executive coaches, both one on one and inside large organizations that want to have a coaching culture.

Based on research in neuropsychology, group dynamics, emotional intelligence, organizational development, and more.

Based in Philadelphia, USA. Teleos works in many fields: UNDP, Unisys, Google, US Steel, UniCreditBanc, Prudential UK, Nature ConservancyCoaching with Compassion TimelineWhat well cover todayMindset of a coaching manager (review)Explore how leaders set the climate in organizationsSee how climate drives results

Well get specific with Part 2 of the 3-part coaching with compassion developmental process.

Mindset of a Coaching ManagerInvests their energy in another person to help them reach their desired potentialboth personally and professionally.

Mindset of Coaching ManagerBeyond tracking performance and results, finds the highest and best points of intersection between the aspirations/goals of direct report(s) and what the organization needs.

What Does a Coaching Manager Do?Creates conditions for a person to maximize her/his performance and potential

Helps a person move from her/his current situation to where s/he wants to be

Behaves in ways that engender trust and trustworthiness: respectful, curious, timely, consistent, present, caring

Sets climate for the team, department or organizationClimateOn a department or organizational level, a coaching manager (and all leaders) sets the climate.

The leaders emotions affect culture and climate Culture and climate account for nearly 30% oforganizational performanceMcKee, Boyatzis, Johnston. Becoming a Resonant LeaderWhat Is Organizational Climate?Recurring patterns of behavior, attitudes and feelings that characterize life in the organization and are a major force in influencing employee behavior.

What Motivates UsThere is a gulf between what employees need do to get by and what they can do if they perform at their full potential.

What Motivates usA positive climate encourages discretionary effort and commitment, it spurs creativity and innovative thinking. This is where coaching managers fit in.

What Makes a Climate?In one department of the same organization, people might be floundering, confused by conflicting priorities and starved for performance feedback, while people in another department understand their priorities, have the authority to get the job done and have a strong sense of commitment to their own developmental goals.

So its not about resources, mission or pressures.Six factors that influence climateClarityStandardsResponsibilityFlexibilityRewards and RecognitionTeam Commitment

1) Clarity: Everyone in the organization knows what is expected of them.

Coaching Manager:This requires empathy and transparency. Without it, people often rely on smoke and mirrors.

2) Standards: Challenging, but attainable, goals are set and employees are supported to meet those goals.

Coaching Manager: Powerful developmental goals meet the organization's needs AND the desires of the employee. Your role in supporting those goals is critical to climate.

3) Responsibility: Employees are given authority toaccomplish their set of responsibilitiesthey have a defined span of control and can run within that.

Coaching Manager: They know you trust them and have their back.4) Flexibility: There are no unnecessary rules, policies and procedures.

Coaching Manager: Limit bureaucracy. That is empathic and it opens the door for flexible thinking, creativity and innovation.

5) Rewards: Employees are recognized and rewarded for good performance, receive honest feedback.

Coaching Manager: Model and recognize behaviors that support the vision, purpose and strategy of your department or organization. Support development and hopes of employees.

6) Team Commitment: People are proud to belong to the organization, feel a sense of trust and pride in colleagues and connected to a worthy common goalCoaching Manager: Support relationships to influence even more powerful team outcomes.

Department VisionReflect and write:What is my high level vision for my team or department over the next 2-3 years?What kinds of activities am I hoping to see from my team or department?What kind of climate will I need to foster to make that happen?Stop and Ask YourselfWhat messages am I communicating daily? Weekly? Are they consistent? Are they supportive?Am I noticing and acknowledging good work around me? How?How is morale? How am I contributing to a positive outlook among my employees? Am I lowering anxiety and reducing unnecessary hassles?PollHave you started the developmental process from last webinar with any of your direct reports?YesNo, but plan toNo, but have meetings set upNo, too hard to find time

If yes, how is it going so far?ExcellentBetter than ExpectedGoodNot SureNot so good

Meeting 1 & 2 RecapMeeting OneYou set the stage for a developmental frameworkYou assigned 3 reflection exercises about aspirations (Noble Purpose, 27 Things, At My Best)

Meeting TwoYou had a conversation with your direct report about the exercises, identifying themes and areas of importance for developmentYou assigned Strengths I see in myself

Meeting ThreeBefore Meeting:Reflect on what you heard from your direct report about her/his hopes for the future in previous meetings. When she/he is at her/his best? What are the conditions? What stands out to you?

During Meeting:Re-establish trust, set the emotional toneStart the conversation: What have you been thinking about since we last met?Will you share your sense of your own strengths (from last assignment)Assignment: career lifeline, leadership self study

THE CONVERSATION

I really enjoyed our last conversation about where you want to go in your life, times when you feel you were at your besteven your noble purpose. Is there anything else youd like to add to the conversation we had? [Heres what stood out to me, as your manager]

Last time we spoke, I asked you to reflect on your strengthswhat you believe they are, including any that may not be fully utilized in your current role. What did you come up with?

After the direct report shares reflections, deepen the conversation with open-ended questions; share your sense of her/his strengths.Assign your direct report 2 exercisesCareer LifelineLeadership Self-StudyCareer LifelineDraw a line across a page. At the right, list your most recent job, along with dates and highlights/lowlights.

Work to the left, in descending order of past jobs.

Leadership Self StudyFind 2-4 people who will be honest and supportive; go for a walk and talk with them for 30 minutes

Ask them 3 questionsWhat do you notice when you interact with me?What 3 things do you appreciate most about me?What 3 things would you like me to differently to be more effective?

Meeting Four: Followup Conversation

Meeting Four: Use ScaffoldingListeningParaphrasing Checking for understandingInquiry

Assign Personal Balance SheetSo, heres what it sounds like your work history has been about for you?

Did I get that right? What did I miss?

What really stands out to you from your Walk & Talks? What are you taking away from them? THE CONVERSATION: CLOSING

I really appreciated this time with you, it was interesting to learn about your career history and what it was like for you along the way. I also enjoyed hearing about your conversations with people about what they appreciate and also would like to see you do differently. Theres a lot to think about and consider in there. A lot to feel good about.

For our next meeting, your task is to reflect on your Personal Balance Sheet a step toward determining what you may want to focus on as we identify your developmental goals next time we meet.Assignment: Personal Balance SheetAssetsLiabilitiesDistinctive Strengths

My WeaknessesPotential Strengths

Weaknesses I Want to ChangeMy Enduring Dispositions that Support MeMy Enduring Dispositions that Get in My Way

Coaching with Compassion TimelineQ & A

Upcoming Rypple WebinarsCoachable MomentsTuesday, December 13, 2011Scott EblinPresident, The Eblin Group Coaching with CompassionPart 3Suzanne Rotondo Teleos Leadership Institute

Contact Uswww.teleosleaders.com

srotondo@teleosleaders.com

gschmelzer@teleosleaders.com

Teleos Leadership Institute7837 Old York RoadElkins Park, PA 19027267.620.9999

ReferencesBoyatzis, R. & Mc

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