Helping managers and supervisors have more effective performance related discussions with employees. The role of the coach. Includes scenarios to practice the skills learned in the training.

1. Performance Review Discussions
Coaching in Action

2. The Best of Times/Worst of Times
• Think of a supervisor/manager you have had in your career
who provided you with strong leadership, coaching,
opportunities etc. Someone who brought out the best in
you. Imagine him or her in action and think of 4-5
adjectives that describe what he or she did exactly – his or
her behaviors, abilities, skills and style.
• Now do the same for someone who brought out the worst
in you.
• List adjectives that describe what this person did exactly or
how he or she did it.
• THE BEST IN YOU:
• THE WORST IN YOU:

3. Qualities of an Effective Coach
• Patience
• Enthusiasm
• Honesty and Integrity
• Friendliness
• Genuine Concern for Others
• Self-Confidence
• Fairness
• Consistency
• Flexibility
• Resourcefulness

4. What do you think?
• Who is responsible for performance and
development?
• Why does an effective coach ask questions?
What kind of questions?
• What barriers need to be removed in order for
you to improve your coaching skills?

5. The Importance of Feedback
• The Careful Critique Game: Change the following statements
from Destructive Feedback to Constructive Feedback:
– “Not enough eye contact”
– “Posture was awful”
– “You spoke too fast”
– “Your speech was too short”
– “You were so boring”
– “You mumbled”

6. Performance Discussions
• Why do you do it, other than we
make you ?
• How do you do it?

7. Coaching
• Is the ongoing process of building a partnership
for continuous improvement to enhance the
motivation, performance, awareness and
development of another person.
• Coaching is about working with people,
motivating, encouraging and stretching them to
do more. It drives the performance of your
employees and helps them achieve goals.
When reviewing this definition, what jumps out at you?
Do you agree with this definition?

8. Coaching Questions that Build
Relationships
• Open Ended Questions
– Tell me about how you might handle a similar
situation next time.
– How do you feel about the end result of this
assignment?
• Probing Questions
– Why do you think this can’t be done or won’t be done
on time?
• Clarifying Questions
– So what you are saying is….
– Let me make sure I understand you. You stated….

9. What do you think?
• What would you expect to get out of an
effective coaching relationship?
• What would you say are some barriers to
coaching? Why doesn’t it happen as often as it
should?
• Reflect on the individual who brought out the
best in you? How did this person overcome
those barriers? How can you model this
behavior?

10. Coaching Model
• BE SUPPORTIVE
• DEFINE THE TOPIC AND NEEDS
• ESTABLISH IMPACT
• INITIATE A PLAN
• GET COMMITMENT
• CONFRONT EXCUSES/RESISTANCE
• CLARIFY CONSEQUENCES, DON’T PUNISH
• DON’T GIVE UP

11. Be Supportive
• Can you share with me some of the challenges you have
encountered?
• What type of support do you need from me?
• Let me hear your view of what happened.
• There is no question you have been successful with ______
• You have a wealth of experience and background that is
very valuable.
• I realize that looking for new ways of doing things is not
always easy.
• I see the challenge you have and I understand your
situation.
• The power of and not but

12. Define Topic and Needs
• What changes and improvements are you working on?
• How can we implement these ideas in the
department?
• What do you want to accomplish as we move forward?
• What have been some of your challenges?
• What is our primary goal for this department, position,
project?
• How are the developmental opportunities working for
you?

13. Establish Impact
• What are you hoping to achieve and will you get
there with your current course of action?
• What is really important to you?
• Are you achieving what you really want?
• Are your current actions making you more
valuable to The Marshes?
• Are you satisfied with the way things are going?
• Can you see this from the point of view of your
boss, peers, direct reports?

14. Initiate a Plan
• How would you like to proceed with this?
• What other idea do you have to make this
work?
• Are there other approaches that we have not
thought of yet?
• What resources do you need to be successful?

15. Get Commitment
• I appreciate your ideas and willingness to
improve
• Do you believe this plan will work?
• What is your level of commitment to these
ideas?
• When can you get started?

16. Confront Excuses/Resistance
• Use silence, let tension rise, support and
redirect
• What kind of obstacles do you anticipate?
• How will you respond to these hurdles?
• Do you have a back up plan in mind?
• Is there anything you feel uneasy about?

17. Clarify Consequences
• What could happen?
• How important are these results to you?
• Do you think your efforts will be recognized?
• Can you see where this could lead in the long
run?
• What is in it for you?
• What are the consequences is you do not
develop these skills?

18. Don’t Give Up
• What is your next move?
• When should we check in with each other
again?
• How do you follow through and sustain this
effort?
• I feel really good about the things we
discussed and I know we can make this work
• I am very excited about these changes

19. Role Play #1
• You are a supervisor with 5 employees reporting to you. Your employee
Mary has been with The Marshes for 5 years and in the same position for
the past 3 years. Mary is generally considered a meets expectations
employee who is dependable and loyal. She seems satisfied with her job
and keeps plugging along, year after year.
• Mary meets standards and gets work done on time by doing what is
required but doesn’t do much more. When new ideas or procedures are
presented she tends to get a bit nervous. She is often quiet at staff
meetings and is hesitant to share her ideas or concerns.
• Your department has rolled out some new procedures this year and Mary
has struggled to embrace the changes. These changes directly impact
Mary’s job.
• You know that this is the first of many changes to come. You are
concerned about Mary’s performance as it relates to the new procedures.
And you know that there are many more new procedures to come
towards the end of the year…

20. Role Play #1 Questions
• What coaching questions did you use in your
conversation with Mary?
• Did you use destructive or constructive criticism?
• Did you probe the employee for additional
information?
• Did you help your employee to see the need and
prepare for the changes to come?
• In what areas did you feel the coaching session
was most productive? What are some areas that
were harder for you to utilize?

21. Role Play #2
• Bob is one of your supervisors and has been working for The
Marshes for 3 years. He has been your star performer. In his role he
has implemented new systems, organized work flows and
established positive working relationships with his team.
• For the past few months you have noticed that he has been
inconsistent in submitting reports and that they are not as detailed
as they have been in the past. But with everything going on you
haven’t wanted to rock the boat and point this out to him, you have
just accepted the changes. You aren’t sure why things have
changed, maybe he doesn’t feel challenged?
• You are expecting to hire some new employees shortly after your
performance review meeting with Bob. Bob’s role in onboarding
these new employees is critical. You are concerned about his
recent lack of enthusiasm and urgency and need to discuss during
the review meeting.

22. Role Play #2
• Did you take the time to prepare questions in
advance of your meeting with Bob?
• Did your questions correlate to Bob’s issue or did
you get off track or ignore the issue all together?
• Do you find yourself asking questions that
probably should have been phrased differently?
• Were you able to get to the root of the problem
and gain commitment to improve from Bob?

23. Summary of Key Points
• Don’t expect to use the steps perfectly. Advance
preparation does help.
• The model is a template not a script. Coaching is dynamic
and fluid.
• Relax.
• Focus your energy on the issues and plans.
• Seek employee involvement and input.
• Overcome the major hurdles of lack of time, courage and
anger.
• Remember to reflect on the individual who brought out the
best in you and how can you model that behavior for your
employees?