Performance coaching

The PERFORMANCE COACHING PROCESS
ONE
STEP

TWO

STEP

THREE

STEP

FOUR

STEP

FIVE

STEP

STEP

SIX

SEVEN

STEP

IDENTIFY THE OPPORTUNITY

PICTURE THE DESIRED OUTCOME

ESTABLISH THE RIGHT ATTITUDES

PROVIDE THE RESOURCES

PRACTICE & SKILL DEVELOPMENT

REINFORCE PROGRESS

REWARD

Copyright © 2008 Dale Carnegie & Associates, Inc. All rights reserved.www.dalecarnegie.com

STEP

ONE

IDENTIFY THE OPPORTUNITY

STEP

TWO

PICTURE THE DESIRED OUTCOME

STEP

THREE

ESTABLISH THE RIGHT ATTITUDES

• There are six ways to identify opportunities 1. You identify an opportunity for another person 2. The person identifies an opportunity for themselves 3. A customer, vendor, or other outsider identifies an opportunity 4. You identifynew skills needed within your team 5. A situation creates an opportunity 6. An assessment tool uncovers a need for a person’s development • These different opportunities may arise due to a new need, taking on a new job that requires a new skill, taking a project that requires a new skill, or comes out of a performance review or is identified after a mistake occurs, etc. • Multiple opportunitiesarise for people on your team. Prioritizing becomes essential in order not to overwhelm people. • Jot down some opportunities that you see for yourself or others in your workplace. Are you the right person to point out these needs? What is the best way to do so?

Once the opportunity is identified, it is important to take the time and pinpoint what the situation will look like when the gap isfilled. This is the step that many people skip or don’t develop fully, which can lead to confusion, misunderstanding, and frustration for all involved. One of the most important concepts in coaching is having a vision or end goal in mind. Without that, people often lose sight of the importance of making the needed changes. How we create this picture of what is possible is the central component of thisstep in the Coaching Process. People with a clear vision of what the end result of coaching is, tend to move in that direction more quickly than those without. But, it is critical the goal be owned by both the coach and the trainee. Without that sense of ownership, motivation may be lost. We focus on motivation and buy-in even more in the next step of the process, but this is where direction andmotivation really begin.

How well we really know our people may determine how quickly we know that we have the right trainee for the job and how they are motivated. This step is a critical part of the process of effective coaching. Without it we spend a great deal of our time just overcoming resistance. We often hear that people resist change. It isn’t true. People resist being changed when they1) don’t see the need, 2) don’t want to do it, or 3) believe that the change is not possible for them. Whenever people are asked to change without their buy-in, we create resistance. In Session Four we will be looking at proven techniques that will help us better create an atmosphere where people are consistently motivated at high performance levels. In this step we focus on some of the skillsrequired to cut resistance and move through the Coaching Process with less friction. These skills are: • Leadership • Communication • Building trust • Getting commitment vs. compliance

STEP

FOUR

PROVIDE THE RESOURCES

STEP

FIVE

PRACTICE & SKILL DEVELOPMENT

STEP

SIX

REINFORCE PROGRESS

STEP

SEVEN

REWARD

• In order for a Coaching Process to be successful, it isimportant the appropriate resources be available. This includes time and, most importantly, a personal commitment to succeed by all involved. • Other resources may include money, equipment, training, information, and upper level buy-in and support. • Ensure that the appropriate resources are in place and available. Nothing is as frustrating as being promised something and then not getting it. It...