Six Steps to a Coaching Culture with Exceptional Leaders
In this learning-rich and fast-paced 60 minute webcast Jim will outline 6 steps to building a coaching culture with exceptional leaders.
Jim Clemmer’s Webcast on How to Develop Extraordinary Coaches
Our research shows that extraordinary coaches can be developed by following a proven process. In this learning-rich and fast-paced 60 minute webcast Jim outlines 6 steps to building a coaching culture with exceptional leaders.
What You Will Learn
- Distinguish between training, mentoring, and coaching.
- A definition of coaching that can be used for performance or career coaching.
- Just how much of a difference effective coaching can make to team and organization performance.
- How the combined impact of the skills of Energizing People to Achieve Results with Coaches and Mentors Others propels leaders to the top 10%.
- The culture and key coaching skills that expand awareness, discover superior solutions, and make and implement better decisions.
- Developing the coaching mindset and building the coaching skill set so managers can help direct reports, peers, partners, and bosses solve problems on their own, with higher levels of sophistication, accuracy, and productivity.
- How the four step FUEL framework guides coaching conversations and boosts performance impact.
How Much Difference Does Coaching Really Make?
Research from Zenger Folkman’s database of 250,000 multi-rater feedback surveys shows this huge difference in results produced by the worst and the best coaches:
- 8 times higher levels of employee engagement and commitment!
- Over 3 times more willingness to “go the extra mile” for the team or organization.
- 2.5 times higher levels of “satisfaction with my involvement in decisions that affect my work.”
- More than double the number of employees who were inspired to “put forth a great deal of effort every day.”
- Twice as high ratings of supervisor effectiveness.
- Half as many employees thinking about quitting.
- Dramatically higher levels of customer service and satisfaction.
All known drivers of productivity can be increased through improved coaching. As the leading management thinker, Peter Drucker, observed “A 10% increase of productivity would double the profits of most organizations.”
The Coaching Skills Gap
Only 11% of employees listed their supervisors when asked “whom do you turn to for advice on problems at work?”
— Study on the need for improved coaching skills development
Organizational surveys show that most managers believe they are providing coaching to employees and score themselves high. However, most employees state they receive little coaching from their leaders and score their leaders low.
Leaders often fall into these common coaching traps:
- Trapped by reactive problem solving that puts out short-term fires and doesn’t build long-term personal, team, or organization capabilities.
- Jumping into coaching discussions with little planning and no framework to guide the conversation.
- Confusing giving advice/feedback with coaching.
- Perpetuating the Manager-Employee Dependence Cycle: Employee complains about what’s not working, hopes for solutions and advice from the manager, and expects him or her to own the issue. The manager listens to the problem, gives advice, and expects results from the employee.
- Climbing The Ladder of Inference way too quickly; rapidly stepping up from data/observations, to adding meaning, making assumptions, jumping to conclusions, adopting beliefs, and taking actions that often damages relationships and doesn’t deal with the root issue.
- Spending 85 – 90% of conversations with employees on project or status updates and very little time on coaching and developing. Employees want a 50/50 ratio.
- Confusing performance appraisal/management with performance coaching
- What’s Really Creating the Gap?
- When asked why they aren’t providing more coaching, managers will typically say: I am overwhelmed and don’t have enough time, my boss doesn’t coach me, or my employees don’t need coaching. Our research shows these are excuses coming from low performing leaders without coaching mindsets on wobbly foundations of weak coaching skills. Within the very same organization conditions and culture, working for the same senior leaders, with the same set of employees, exceptional leaders provide extraordinary coaching — and deliver dramatically higher performance results than their lesser skilled peers.
- Here are four of the main reasons many managers don’t develop their coaching skills:
- Avoiding potentially uncomfortable discussions.
- Insecure about the true value of his or her coaching.
- Misunderstanding the true nature of good coaching.
- Direct reports seldom ask for it.
Webcast Presentation Outline
~ Why The CLEMMER Group and Zenger Folkman Are Strategic Partners
~ Development Distinctions: Training, Mentoring, and Coaching
~ Six Steps to Building a Coaching Culture with Exceptional Leaders:
- Setting expectations that leaders will coach
- How to create coaching expectations
- Research showing the impact of coaching on employee engagement/commitment, “going the extra mile,” feeling valued, and leadership effectiveness ratings
- What gets in the way of coaching
- Creating structures and processes for coaches to follow
- Common coaching traps
- How improvement in many disciplines comes with structure
- The four-step FUEL process for a coaching conversation
- Providing coaching skill development
- Unique challenges in coaching skill development
- Manager-Employee System: Creating Dependence versus Creating Empowerment and Growth
- What we’ve learned and seen
- Bringing science and other best practices to coaching
- The 14 Differentiating Competencies of extraordinary coaches
- Learning from other research and disciplines
- Research on Motivational Interviewing and the practical lessons for coaching
- Keys to extraordinary coaching
- Increasing “pull” opportunities and building organization capabilities
- Empower and encourage “coaches” to seek coaching
- The power of focusing on the “coachee’s agenda and the coach asking for feedback
- Choosing a topic the “coachee” cares about
- Monitor, measure, and strengthen coaching accountability
- Attributes of extraordinary coaches
- Building coaching culture and organization capabilities
- Monitoring coaching effectiveness
~ Draw for Copies of The Extraordinary Coach: How the Best Leaders Help Others Grow
Jim Clemmer and Zenger Folkman
For over three decades Jim Clemmer’s keynote presentations, workshops, management team retreats, seven bestselling books translated into many languages, articles, blog, and newsletters have helped hundreds of thousands of people worldwide.
Jim Clemmer and Jack Zenger’s training and consulting firms first partnered when they led The Achieve Group and Zenger Miller. The CLEMMER Group is now Zenger Folkman’s new Canadian strategic partner. ZF is pioneering groundbreaking new strengths-based leadership research, assessment, development, and sustainable implementation systems. They’ve built unique evidence-driven approaches for developing extraordinary leaders and coaches empirically showing the performance impact on sales, profits, employee engagement, health and safety, turnover, and customer satisfaction. It’s a well developed and highly proven system that produces extraordinary results.
Client Feedback on The Extraordinary Coach
A strong, empirically-based approach to cut right to the heart of the (coaching) issue to provide something both situationally-relevant and contextually profound…threads the needle between theory and anecdotal practice and provide perspective and tools that can benefit everyone from CEOs bent on changing culture to frontline managers plying their skills on the factory floor.
– Courtney Rogers, Executive Director, Human Resources and Talent, Amgen
A powerful, yet digestible, framework to help leaders become the coaches they aspire to be: relationship-based, collaboration-oriented, change-focused, and FUEL-ed for success! Leaders in all types of organizations, and at all levels, will benefit from this insightful work.
– P. Artell Smith, Vice President, Human Resources, Hewitt Associates
This critical leadership skill begins with a context of research, moves to the realities of the workplace, and then settles into a series of practical guidelines and examples.
– Ronald E. Galbraith, Chairman/Chief Consulting Officer, onFocus | Healthcare
The concepts are profound and practical… provides the FUEL for our approach to creating a coaching culture at Associated Food Stores.
– Steve Jones, Manager, AFS University, Associated Food Stores