How to coach people for maximum performance
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The document outlines best practices for coaching employees to maximize performance, highlighting three main reasons for poor performance: lack of focus, inaccurate data, and inadequate feedback. It emphasizes the importance of goal-setting, using appropriate metrics, and maintaining open communication to improve performance. Additionally, it discusses the significance of recognizing and nurturing 'A-players' while addressing issues with underperformers to promote a strong organizational culture.
How to coach people for maximum performance
- 1. Coach Your People for Maximum Performance Best practices based on research and 20+ years of real-world experience helping clients execute their strategy and win! Presenter: Stephen Lynch Role: President, Head of Strategy at RESULTS.com Linkedin: linkedin.com/in/stephengeoffreylynch Slides: results.com/slides Software Demo: results.com/demo
- 4. Best practices based on research and 20+ years of real-world experience helping clients execute their strategy and win! Presenter: Stephen Lynch Role: President, Head of Strategy at RESULTS.com Linkedin: linkedin.com/in/stephengeoffreylynch Slides: results.com/slides Software Demo: results.com/demo Coach Your People for Maximum Performance
- 12. Coach Your People for Maximum Performance
- 13. 1. Lack of focus (too many projects/metrics) 2. Lack of current, accurate data 3. Lack of performance feedback & coaching 3 reasons for poor performance
- 14. “If you have more than three priorities, you don’t have any”
- 17. 1. Lack of focus (too many projects/metrics) 2. Lack of current, accurate data 3. Lack of performance feedback & coaching 3 reasons for poor performance
- 18. Focus on Small Handful of Metrics and/or Projects
- 19. Questions to identify your Metrics (KPIs) 1. What result or outcome are we looking for? 2. What “activities” or “actions” drive this outcome? 3. What “effectiveness” measures let us know how well these activities are being performed?
- 23. In the past, we used Spreadsheets
- 24. Now we use software
- 29. Aim for the stars, even if you miss… you’ll still reach the moon
- 35. RED = Unacceptable performance standard YELLOW = Watch closely. Problem? GREEN = Target performance standard Questions / Answers: #realKPIs || @RESULTSdotcom Tracking Metrics (Key Performance Indicators)
- 41. In Scope Not In Scope Not In Scope
- 45. Baby Boomer 1946 -1964 Generation X 1965 - 1980 Millennial / Gen Y 1981 - 2000 Key life influences Cold War nuclear threat, NASA moon landing, Vietnam, Civil rights, Hippie culture AIDS, Divorce, MTV, Cold War ending, Personal computer, Microsoft Internet, Always connected, Share everything online, Facebook, Apple and Google Work environment Long hours, Office only Formerly Office, Increasingly working from home Office, Home, Wherever, Desires flexible work hours Work ethic Workaholic, Quality focus, Team player Clear direction, Get tasks done, Self reliant, Free agent Entrepreneurial, Variety, Multitasking, What’s next? Management style Hierarchy, Chain of command Everyone should manage themselves, Challenge people Collaboration, Consensus Personal Motivators Salary, Job title, Feeling valued and respected Money, Freedom, Break the rules and do it your own way Meaningful work,Maintain personal life, Training, Mentoring Mentoring Does not like feedback. Does not take negative feedback very well Does not think feedback is necessary. Will ask for it they want it Wants frequent management feedback, Feedback on demand at the push of a button Internal communication Face to face meetings focused on process, Memos Face to face meetings focused on results, Emails Face to face participative discussions, Emails, Collaboration software Client communication Face to face, Phone Face to face, Phone, Email Email, Social Media, Instant messaging Career Goals Climb the ladder at one company, Job security Build transferable career with variety of skills & experiences, Build a business. Build several parallel careers or businesses simultaneously
- 46. Only 36% of employees report that managers are discussing their Goals and Tasks with them Only 29% of employees report they are getting feedback on their results from their manager Training Magazine - July 2013
- 49. Fixed Mindset (praise the person’s ability) Growth Mindset (praise the effort that led to the outcome) You are really smart Well done for sticking at it until you solved it You always deliver Thanks for working to get it done on time You’re a good person I like how you chose to handle that situation
- 50. Questions / Answers: #realKPIs || @RESULTSdotcom
- 51. “Leaders owe it to the organization & their fellow workers not to tolerate non-performing people in important jobs”
- 53. Metric off track? Project overdue? What’s happening here? What 1 thing can we do this week to improve this? What support do you need?
- 55. Action Plan GREEN QUADRANT Recognize, train, develop, and retain your A-Players YELLOW QUADRANT Coach or redeploy B-Players with potential to become A-Players - Sub-standard “Results”? Put on formal improvement plan with firm deadline - Time limit for person to achieve A-Player standard for “Results” in role = ? ORANGE QUADRANT People who do not live your Core Values are toxic to your culture - You can change what people know, but can you change who they are? - Create awareness. Give them the opportunity to modify their behaviors - Time limit for person to achieve A-Player standard for “Behaviors” = ?
- 56. A-Player Career Development A1: Senior leadership potential A2: Middle manager/supervisor potential A3: Recognized specialist/expert in their current role – Irreplaceable in their present role – Not everyone wants to be, or is naturally wired to manage and coach of a team of people, and that’s perfectly OK – Create prestige, remuneration, and a job title to acknowledge your recognized specialists/experts, rather make them become managers in order to feel like they are making progress in their careers
- 57. Why A-Players Leave Not feeling adequately recognized or rewarded Not enough ongoing coaching and mentoring Not enough feedback or attention (their managers are too busy trying to “fix” B-Players) Not enough challenge Not learning anything new Unclear career path
- 58. Professional Development for A-Players New challenges, projects and responsibilities Exposure to decision making and strategic planning Courses and training programs Personal development coaching and mentoring Opportunity to attend industry conferences Recommended reading
- 59. ★ 15-30 mins recurring weekly appointment ★ Review Goals and Tasks ★ Weed garden. What’s happening here? ★ The “1 Thing”? ★ What support do you need? ★ How are you feeling? ★ Share any issues you want to raise ★ Finish with praise and encouragement
- 61. “...a ticket to the game”
- 64. Strategy Execution – Getting it Right Growth inhibited by: - No Strategic Plan. Strategic Plan not updated every Quarter - Wrong person in the role - Wrong Metrics / KPIs - Too many Goals - Unrealistic performance thresholds - Not keeping Goals & Tasks current & visible every week on software dashboard - Not running 1-on-1 meetings to discuss results - Not holding every person firmly accountable for performance - No consequences for poor performance - Waiting too long to address poor performance Growth maximized by: - Strategic Plan for future industry success. Updated every Quarter - Right person in each role - Right Metrics / KPIs - Realistic “green” performance thresholds – adjusted regularly - Goals & Tasks kept current & visible every week on software dashboard - Weekly 1-on-1 meetings to discuss results - Every person held firmly accountable for performance - Good performance and progress praised and recognized - Poor performance discussed every week and addressed promptly
- 68. Best practices based on research and 20+ years of real-world experience helping clients execute their strategy and win! Presenter: Stephen Lynch Role: President, Head of Strategy at RESULTS.com Linkedin: linkedin.com/in/stephengeoffreylynch Slides: results.com/slides Software Demo: results.com/demo Coach Your People for Maximum Performance