Coaching Your Employees, March 2014
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Slides from my HBR Exchange webinar on "Coaching Your Employees." Topics include Leadership roles, When coaching works (and when it doesn't), Coaching tools, Coaching traps, and Putting it into practice.
![Coaching your
Photo by Ashraful Kadir [link]
employees
Ed Batista
March 20, 2014
An HBR Exchange Webinar](https://image.slidesharecdn.com/ed-batista-coaching-your-employees-2014-03-20-140320132134-phpapp02/85/coaching-your-employees-march-2014-1-320.jpg)
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Coaching Your Employees, March 2014
- 1. Coaching your Photo by Ashraful Kadir [link] employees Ed Batista March 20, 2014 An HBR Exchange Webinar
- 2. Photo:SethAnderson Who am I? Executive coach Instructor @ Stanford GSB www.edbatista.com HBR Guide to Coaching Your Employees
- 3. Photo:SethAnderson Why coaching matters to me Started as a client Changed my view of leadership Impact on my clients & MBA students
- 4. Agenda The headline Leadership roles When coaching works (& when it doesn’t) Coaching tools Coaching traps Putting it into practice Photo by Theresa Thompson [link]
- 5. The headline Coaching is an essential leadership role… …that can result in huge benefits …but it’s not an all-purpose tool …& it requires specific skills Photo by Garry Knight [link]
- 6. Leadership roles Photo by Keoni Cabral [link]
- 8. Leadership roles Expert Provides answers Domain knowledge is basis for authority
- 9. Leadership roles Expert Trainer Focused on the task at hand Shows what is to be done (& how to do it better)
- 10. Leadership roles Expert Trainer Evangelist Spreads a message Rallys others to the cause
- 12. Leadership roles Coach Offers questions Helps others discover their own answers
- 13. Leadership roles Coach Mentor Focused on others’ development Long-term growth > immediate performance
- 14. Leadership roles Coach Mentor Motivator Message-agnostic Helps others’ identify their goals
- 15. Leadership roles Increasing emphasis on post-heroic But highly contextual Coaching ≠ all-purpose tool Must fit your needs as a leader
- 16. When does Photo by Antony Stanley [link] coaching work?
- 17. When does coaching work? High-potentials (Long-term development)
- 18. When does coaching work? High-potentials Knowledge workers (They’re the experts, not you)
- 19. When does coaching work? High-potentials Knowledge workers Commitment > control (Intrinsic motivation is key)
- 20. When does Photo by Ed Yourdon [link] coaching not work?
- 21. When does coaching not work? Serious underperformers (Coaching ≠ a performance plan)
- 22. When does coaching not work? Serious underperformers When you have the answers (Asking leading questions ≠ coaching)
- 23. When does coaching not work? Serious underperformers When you have the answers Control > commitment (Heroic leadership isn’t obsolete)
- 24. But ask yourself… Are they really underperformers? It may be an attribution error
- 25. But ask yourself… Are they really underperformers? Do I really have the answers? It may be comforting to think so
- 26. But ask yourself… Are they really underperformers? Do I really have the answers? Is control really more important? Perhaps I need to let go
- 27. But ask yourself… Are they really underperformers? Do I really have the answers? Is control really more important? If the answer is No, coaching may work
- 28. Coaching tools Photo by zzpza [link]
- 29. Coaching tools Coaching mindset Listening skills Powerful questions Modes of inquiry Emotion management Effective feedback
- 30. Carol Dweck Perceptions shape reality How do we perceive our abilities? How do we perceive our mistakes? Mindset Photo by Mike Disharoon [link]
- 31. Talent & intelligence are inherent traits Mistakes are failures or character flaws Negative emotional response to mistakes Talent & intelligence can be developed Mistakes are learning opportunities Pay close attention to mistakes & learn more Fixed Growth Mindset Adapted from Carol Dweck [link]
- 32. A coaching mindset Photo by Andrew Yee [link]
- 33. A coaching mindset Growth mindset applied to employees Emphasis on learning Support + challenge Empathy + accountability Not trying to “fix” Adapted from Hunt & Weintraub [link]
- 34. Listening skills Photo by Ed Yourdon [link]
- 35. Listening skills Focused attention > time Make the other feel heard How they feel > what you hear Eliminate distractions Cultivate presence
- 36. Powerful Photo by Erik Charlton [link] questions
- 37. Powerful Getting beyond Yes or No What…? & How…? > Why…? Maximize openness & reflection Minimize defensiveness Ask once & stop questions
- 38. Modes of inquiry Photo by Garry Knight [link]
- 41. Leadership roles Coaching is inquiry Leadership also requires advocacy Finding the right balance is the key
- 42. Modes of inquiry Pure inquiry Starts with receptivity (even silence) Key is avoiding presumptive questions Adapted from Edgar Schein [link]
- 43. Modes of inquiry Pure inquiry Diagnostic inquiry Focus & redirect Feelings, motives, actions Adapted from Edgar Schein [link]
- 44. Modes of inquiry Pure inquiry Diagnostic inquiry Confrontational inquiry Introduces new ideas & hypotheses Substitutes the coach’s narrative Adapted from Edgar Schein [link]
- 45. Modes of inquiry Pure inquiry Diagnostic inquiry Confrontational inquiry Process inquiry Focus on the coaching relationship Infrequent but essential Adapted from Edgar Schein [link]
- 46. Emotion Photo by Ed Yourdon [link] management
- 47. Emotion management Emotion awareness Sensing Understanding Emotion regulation Verbalizing Expressing
- 48. Emotion management Reasoning = just the tip of the iceberg Emotions = vaster, faster, more powerful Work in concert, not in opposition (Not always) Photo by NOAA [link]
- 49. Emotion management Regulation ≠ suppression Emotions convey emphasis Emotional experiences stick Photo by NOAA [link]
- 50. Emotion management Critical for coaching managers You will have strong feelings And we’re leaky Investment > attachment
- 51. Effective feedback Photo by Ana Karenina [link]
- 52. Effective Essential to managerial coaching (But it is a form of advocacy) feedback
- 53. Effective Social threat Feedback is stressful Minimize threat response feedback
- 54. Effective Social threat Cultivate the relationship Make the other feel known Respond to bids Regularly express appreciation feedback
- 55. Effective Social threat Cultivate the relationship Avoid defensive triggers The net (David Bradford) feedback
- 56. My behavior… Actions Statements Non-Verbals Needs Motives Intentions Feelings Reactions Responses The net Me and my… You and your… Photo by The Mighty Tim Inconnu [link]
- 57. The net Stay on our side of the net Focus on observed behavior Disclose our response When you do [X], I feel [Y]. Minimize defensive triggers Photo by The Mighty Tim Inconnu [link]
- 58. Traps for the coaching manager Photo by Casey Fleser [link]
- 59. Traps for the coaching manager Giving advice prematurely Overpowering resistance Creating dependence Excessive support Insufficient support Adapted from Edgar Schein [link]
- 60. Putting it into practice Photo by Erich Ferdinand [link]
- 61. Putting it into practice Coaching moments (Attention > time) But gauge readiness Make coaching normal Not a “performance review” Celebrate small victories
- 62. Experiential learningAct Reflect Conceptualize Apply What will I do more of, less of, start or stop the next time? What do these results imply? What conclusions can I draw? What happened? What resulted from my actions?
- 64. Experiential learning Wash, rinse, repeat (Over and over again)
- 65. Resources Photo by See-ming Lee [link]
- 66. Resources For more on post-heroic leadership… David Bradford & Allen Cohen, Power Up
- 67. Resources For more on leadership roles… Pierluigi Pugliese, Scrum Master as Team Coach & Ed Batista, Leading in Four Dimensions
- 68. Resources For more on mindset in general… Carol Dweck, Mindset & Ed Batista, The Meaning of Mindset
- 69. Resources For more on a coaching mindset… James Hunt & Joseph Weintraub, The Coaching Manager
- 70. Resources For more on inquiry & coaching traps… Edgar Schein, Helping
- 71. Resources For more on inquiry… Edgar Schein, Humble Inquiry
- 72. Resources For more on emotion… Antonio Damasio, Descartes’ Error
- 73. Resources For more on emotion in organizations… Vanessa Druskat & Steven Wolff, Building the Emotional Intelligence of Groups
- 74. Resources For more on feedback & all of the above… HBR Guide to Coaching Your Employees
- 75. Thank you Photo by Alex Guerrero [link] Follow me @edbatista Read more at www.edbatista.com