TEAMFLY Team-Fly ® Coaching, Mentoring and Managing A Coach Guidebook By Micki Holliday The Career Press, Inc. Franklin Lakes, NJ Copyright © 2001 by Micki Holliday All rights reserved under the Pan-American and International Copyright Conven- tions. This book may not be reproduced, in whole or in part, in any form or by any means electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system now known or hereafter invented, without written permission from the publisher, The Career Press. C OACHING, MENTORING, AND MANAGING: REVISED ED. Cover design by Foster & Foster Inc. Printed in the U.S.A. by Book-mart Press To order this title, please call toll-free 1-800-CAREER-1 (NJ and Canada: 201-848-0310) to order using VISA or MasterCard, or for further information on books from Career Press. The Career Press, Inc., 3 Tice Road, PO Box 687 Franklin Lakes, NJ 07417 www.careerpress.com Library of Congress Cataloging-in-Publication Data available upon request. About Rockhurst University Continuing Education Center, Inc. Rockhurst University Continuing Education Center, Inc. is committed to providing lifelong learning opportunities through the integration of innovative education and training. National Seminars Group, a division of Rockhurst University Continuing Education Center, Inc., has its finger on the pulse of America’s business community. We’ve trained more than 2 million people in every imaginable occupation to be more productive and advance their careers. Along the way, we’ve learned a few things — what it takes to be successful … how to build the skills to make it happen … and how to translate learning into results. Millions of people from thousands of companies around the world turn to National Seminars for training solutions. 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Legend Symbol Guide Exercises that reinforce your learning experience Questions that will help you apply the critical points to your situation Checklists that will help you identify important issues for future application Key issues to learn and understand for future application Real-world case studies that will help you apply the information you’ve learned ?  C A S E S T U D Y Table of Contents Introduction ix Reinventing Success ix The StaffCoaching Model™ x Investing in the Real Resources xi It All Comes Down to Winning xii 1 Getting Results Is All About You 1 Understand Your Role as Coach 1 Cultivate the 10 Values of a Successful StaffCoach™ 2 Case Study 18 Case Study Analysis 19 Case Analysis 21 What You Value Impacts Your Team 22 Exercise: Tracing Your Personal Values History 24 Exercise Analysis 26 Five Insights of High-Performance Coaches 27 Case Study 34 Analysis 34 Summary 35 Chapter Quiz 36 2 The Five-Step StaffCoaching™ Model 37 Coaching Is a Performance Process 37 Steps in the StaffCoach Model to Maximize Potential 40 Know Your Employees’ Character and Capabilities: Four Effective Techniques 41 Review Insights: Combine and Consider 51 Your StaffCoaching™ Style 52 Analysis of Your Preferences and Tendencies 54 Six Pitfalls to Your StaffCoaching™ Success 55 Case Study 60 Case Analysis 61 Ten Tools to Ensure Team Results 62 Case Study 72 Case Study Analysis 74 Summary 76 Chapter Quiz 77 3 The Coaching Role: Inspiring and Motivating 79 The Coaching Role 80 Some Cautions for the Coach 111 Steps for Effective Coaching Interactions 112 Common Activities for the Coach 113 What to Expect When You’re Doing It Right 114 Case Study 118 Case Analysis 121 Summary 123 Chapter Quiz 124 4 The Mentoring Role: Instruction by Example 125 A Process With Productive Purpose 127 Ten Tips for Mentors 132 The Six Ways People Think 134 Style Analysis Questions 141 The Three Key Phases of Successful Mentoring 142 Exercise 147 The Outcome of Effective Mentoring 152 The Treasure of Mentoring 156 Summary 157 Chapter Quiz 158 5 The Counselor Role: Confrontation and Correction 161 Opportunities to Counsel 163 Four Keys to Effective Counseling 165 Guidelines for Counseling 168 The Philosophy of Confrontation: A Positive Approach to Negative Events 169 The Five-Step Confrontation Process 172 Eight Ways to Eliminate Unsatisfactory Behavior 176 Counseling Evaluation Exercise 182 Ten Essentials for Face-to-Face Counseling 183 Case Study 187 Case Analysis 188 Five Steps to Modifying Behavior 189 Behavior Modification Exercise 192 Ask Questions That Get the Answers You Need 193 Exercise: Creating Open-Ended Alternatives 194 The Results of Effective Counseling 195 Exercise: Does Counseling Work for Your Team? 196 Summary 197 Chapter Quiz 198 6 Integrating the Individual and the Team 199 Group vs. Team 200 Instill Team Vision 201 Recognize the Potential for Team Trouble 204 Case Study 207 Case Analysis 209 Commitment and Mutual Support 210 A Checklist for Responding to Team Troubles 213 “Look Before You Leap” Checklist 217 Focus the Team With Shared Priorities 218 Exercise 223 Right Thinking About Team Purpose 224 Summary 224 Chapter Quiz 225 7 Managing Within the StaffCoaching™ Model 227 Doing or Developing 227 A Story About Managing 228 Exercise 229 Exercise Analysis 231 Delegating and the StaffCoaching™ Role 232 Exercise 233 Exercise Analysis 236 Personality and Your Coaching Role 237 Hurdles to Performing Your Coaching Role 238 Exercise 248 Four Points for Managing Within the StaffCoach™ Model 250 Exercise: Applying the Four “P’s” 252 Exercise Analysis 253 Five Ways to Quiet Complaints 253 Team Collaboration 256 Summary 257 Chapter Quiz 258 8 So What and Who Cares! 259 The Coach Attitude 260 Exercise 260 Exercise Analysis 261 Exercise Analysis 262 Exercise Analysis 264 Exercise Analysis 265 Exercise Analysis 267 Exercise Analysis 268 Attitude and Values 269 The Key Ingredients 270 Tools for Your Team 272 The Wisdom of Coaching 274 Exercise 275 Exercise Analysis 276 Lasting Impact 276 Index 279 Value the person and enjoy the results. NTRODUCTION I ix There are two realities in business today: Get results and keep your result-getters! This is becoming increasingly difficult as globalization, technology and demographic changes bombard today’s managers. Add to this the increased roles and responsibilities placed on the manager and chaos erupts. First, managers were hired to manage — take care of the business. Then, managers had to be leaders — provide vision and mission. Now, they must recruit and train, inspire and motivate, correct and empower. What’s a poor manager to do? The answer is to coach. As a 21st-century manager, you are continually challenged to shift how you, as a leader, manage your most important and only unlimited resource: your people. Henry Kissinger once said, “Leaders take their staff from where they are to where they’ve never been before.” That’s what the role of coach lets you do — take a diversely proficient group of people, expand and grow their skills, keep them satisfied and motivated, and, most importantly in this competitive environment, retain their talent. Reinventing Success Sports teaches organizations the value of a coach. Whether coaching a team or an individual, different approaches require different skill levels, attitudes and motivation. Business, industry, [...]... Mutuality Mutuality means sharing a vision of common goals If you as a leader have goals that head one way and your people have goals heading another, the team will fall apart All too often employees (and sometimes managers) don’t have clear-cut goals that everyone understands To make sure your team goals are “mutual” — shared by every member — you must take the time to explain your goals in detail Make sure... and work through the changes required of them AM FL Y Societal change caused management to shift from an authoritarian “my way or the highway” style to an all-inclusive approach that requires the manager to be a coach, cheerleader, mentor, trainer, disciplinarian and counselor Coaches in sports do what organizations must do: create environments where individuals are motivated to produce results That... okay to fail — sometimes Some people who work on your team may do nothing because they’re afraid — afraid that if they take a risk and fail you’ll be upset As you learned earlier, to be an effective coach you must communicate that failure is not terminal, as long as everyone learns from it! That’s the key Establish a clear, unthreatening way to deal with errors … a way that starts with the individual... is a lot more to do and a lot less people to do it; there are a lot more demands from the customers and a lot less ability to fulfill them all; and, there are a lot more questions on how to manage and a lot less answers There is also a bad news/good news response: The bad news is that you are expected to juggle another role The good news is that role is to be a coach Coaching is not an ability you are... the reality is that they are talking in shorthand Many managers actually believe they communicate clearly; they hire, assign a task and say, “Go to it, pencils are over there, computer is plugged in, yell if you need anything Bye.” When an associate asks a question, the manager responds, “Sure, that’s right” or “You know … ” And you, dear reader, know what likely happens Example Assumptions always cost.. .Coaching, Mentoring and Managing government and the not-for-profit sectors, likewise, have been faced with the sad truth that people just aren’t as motivated and accepting as they were in the last century Mary Kay Ash noted the change when she said, “There are two things people want more than sex and money … recognition and praise.” Coaching is the process of using that wisdom to help... abilities and the respect you gain from your staff and management alike will increase As you use the principles in this manual, you will create an environment where employees enjoy their work, exude positive attitudes, “buy in” to company policies and team goals, and willingly take on added responsibilities The benefits of StaffCoaching™ are many Managers and leaders who can inspire, persuade, influence and. .. Identify alternative solutions with pros and cons for each 3 Get respected opinions and input 4 Implement your chosen response 5 Assess results and alter your approach as needed 15 1 Coaching, Mentoring and Managing The best StaffCoaches™ don’t react — they act They use patience to their advantage Involvement means getting out from behind your desk and going to where your staff is The other equally critical... with particulars, just get it done, and 2) Your problems aren’t as important to me as how we look to the client In this example, the coach may have equipment problems that are about to create client headaches — and may have already created morale problems Valuing clarity corrects the problem Supportiveness AM FL Y Let your people know early (individually or in a group setting) that they are part of a unit... you are eliminating the problems and barriers to real job satisfaction Having noted the organization’s and your own gains from The StaffCoach™ Model, there remains the “what’s in it for me” for your people What’s in it for them is simple: excellence, doing their best, reaching their potential Your coaching means that your people can achieve their goals and take their jobs and careers where they want . vision and mission. Now, they must recruit and train, inspire and motivate, correct and empower. What’s a poor manager to do? The answer is to coach. As a 21st-century. change caused management to shift from an authoritarian “my way or the highway” style to an all-inclusive approach that requires the manager to be a coach,