leadership quiz 4 chapter 10

Quality career development

Boils down to quality conversations

Coaching

Culture Dialogues The art of questioning and listening

Recognizing coaching opportunities

I have a problem with... The client wont... The HQ isn't willing to... The system cant...

coaching challenge

black, green and red zones the black zone: the sum of all the tasks the employee is expected to perform the green zone: those tasks for which the employee has the authority red zone: those tasks for which the employee needs approval or needs input

People-service-profit

- "Let's prioritize your personal safety and no one here at FedEx will lose their job" for the ritz: 1. Impact on society: regulated lodging 2.Impact on company: returning guests 3.Impact on team: increase sense of belonging 4.Impact on me personally: sense of meaning

paperclip

- A noble cause for the paperclip plant manager is that the plant is providing a low cost way of organizing paper for workers and students that has endured a long series of changes in tech - Furthermore the venerable paperclip has survived countless attempts to change its nature - To add to the noble cause of paperclip, it provides some stability in life. We don't have to learn something new every few years to use a paperclip

meaningful work for employee engagement

- a key driver of worker engagement is the opportunity to perform meaningful work, the feeling of doing work that matters or makes a difference - the opportunity to make an impact in the following areas increases the meaningfulness of work for employee on 1. society 2. customer 3. workgroup or team 4. themselves

Tips on Listening and Asking Questions

- avoid closed questions that requires a yes or no answer - instead ask open ended questions - use effective listening skills and let your coachee do the talking - remember that silence provides valuable thinking time - you do not always have to fill the silence

options

- based on the goal and reality, manager and individual brainstorm and explore options to resolve their issues The coach can ask probing questions to promote critical reflection Coaching Questions: What else could you do? What are the pros and cons of this option? How do you feel about each option?

Why does the sequencing of influence techniques matter?

- building trust and rapport - progressive commitment - overcoming resistance

Coaching as an Approach to Motivation

- coaching is a way of enabling others to act and build on their strengths - the major purpose of coaching is to bring about constructive change in performance and or behaviour - coaching is caring enough about people to build relationships with them - coaching is also seen as a key vehicle for engaging workers

leadership and employee engagement

- engagement is the commitment workers make to their employer - refers to high level of personal investment in the tasks performed on the job - centres on an individuals involvement, satisfaction, commitment and enthusiasm for work - gaining commitment is important because a study conducted in 142 countries found that 63% of workers are not fully engaged - some study found that 13% of employees engaged and 24% are disengaged

Foresight conversation

- external challenges, vs internal challenges - say goodbye to career development today

GROW coaching model

- goal - reality (current) - options (or obstacles) - will (or way forward)

Relationship with the leader and employee engagement

- leaders can facilitate engagement among employees in a variety of ways: - seeing them as a whole people and having courageous conversations that will build trust - discussing career advancement opp - having high quality relationships with group members - providing feedback on progress - the relational energy workers drive from their relationship with their leader prompts them to become more work engaged - the relational energy workers drive from their relationship with their leader prompts them to become more work engaged

engagement

- leadership story - recognition - coaching

Using recognition and pride to motivate others

- motivating others with recognition and praise is a direct application of positive reinforcement - people who are proud of their work want to be recognized for their good deeds - recognition is a strong motivator because it is normal human need - engagement increased when workers feel they are cared for and valued - most workers feel they do not receive enough recognition

Coaching: results-based conversations

- moving the needle to action - spell out the means to generate results along with accountability and learning

Recognizing Group Members by Thanking Them and Expressing Gratitude

- principle of giving recognition with thanks for a job well done and expressing gratitude has received considerable feedback - gratitude is more meaningful as a leadership tool because money is limited - easy approach to giving thanks and expressing gratitude is a compliment - people underestimate how much recipients appreciate gratitude - begin team meetings with shoutouts for accomplishments of specific team members

Motivational use of recognition and praise

- recognition should be linked to corporate values and should also help workers attain personal goals - inform others in the group and organization about meritorious behaviour such as via mention in a staff meeting - praise related to a specfic task are more effective than general praise - do not praise to set employees in competition against one another - praise the employee who merits the praise - take into account the individual's preference for the type of praise - team, as well, as individuals should receive recognition to enhance motivation

goals

- the individual establishes the goals they would like to achieve during the session coaching questions: What outcome do you want from this session? Why is this important to you? " I want our Denmark office to lessen the rules, policies and inflexibility with.."

reality

- the individual shares their current situation (overview of the issue, constraints, challenges) with the coach - the coach can ask probing questions to get more insight into the reality the individual is facing - Coaching Questions: What's happening to you now? What steps have you already taken? What are the obstacles in your way?

will (or way forward)

- the individual works with the coach to develop actions they will take to achieve their goals Coaching Questions: What option will you select? What actions will you take to achieve your goal, and when? How committed are you to these actions?

Appealing to the recognition need of others

- to appeal to the recognition need of others, identify a meritorious behavior, and then recognize that behavior with a reward. - an outstanding advantage of recognition including praise, as a motivator is that it is no cost or low cost yet powerful

leadership story that drives engagement

- what motivated you does not motivate most of your employees two types of stories told in organization: 1. the good to great story: our historical advantage has been eroded by intense competition and changing customer needs, if we change, we regain our leadership position 2. the turnaround story: we are performing below industry standard and must change dramatically to survive. we can become top quartile performer in our industry by exploiting our current assets and earning the right to grow - what the organization care about does not tap roughly of the 80% of the workforce conerns for putting extra energy at work - leaders need to be able to tell a story that covers all four components that motivate employees

The hindsight conversation

- you can enable career advancing self awareness by helping employees take a stock of where they have been, what they have done, who they are - what organizational tools could help you with your hindsight conversation - self assessments

Coaching Skills and Techniques

1. define the issues and communicate clear expectations to group members - a logical first step is to explain why you are coaching that person in the first place 2. build relationships - effective coaches build personal relationships with team members and work to improve their interpersonal skills 3. give feedback on areas that require specific improvement - the leader pinpoints with specific behaviour, attitude or skills require improvement 4. provide regular on the spot feedback on what is going well - reinforce the desired performance or behaviour when observed in day by day 5. listen actively - try to grasp both facts and feelings 6. help remove obstacles - individuals may need help in removing obstacles such as maze of rules and regulations 7. give emotional support and empathy - by being helpful and constructive the leader provided much needed emotional support to a group member who is not performing at their best 8. work on a solution together - giving subordinates a chance to take ownership of a problem is empowering and motivational 9. reflect on content or meaning - rephrase and summarize concisely what the group is saying 10. give some gentle advice and guidance - workers being coaches expect to receive some advice 11. Allow for modeling of desired performance and behavior. - An effective coaching technique is to show the group member by example what constitutes the desired behavior. 12. Gain a commitment to change. - Team members may not attain higher performance with commitment to change. 13. Applaud good results - Coaches should be cheerleaders - They give encouragement and positive reinforcements by applauding good results

3 types of conversations

1. hindsight: helping others look back and inward to determine who they are, where they have been, what they love and where they excel 2. foresight: looking forward toward changes, trends 3. insights: how do the employees strengths fit into where the company is going

Should you coach high-performers who are carrying out all their job responsibilities in a superior manner?

Although counterintuitive, the best performers are frequently those most receptive to coaching. Superior performers are often amenable to discuss about how they could enhance their performance even more. For example, an outstanding debt collector might be coached about new techniques in the field that could raise their percentage of recovered debt.