Coaching Toolkit. Ignite! The 4 Essential Rules for Emerging Leaders

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1 S A L S I LV E S T E R I GNI T E! L E AD E R S HI P DE V E LO P M E N T PRO G R AM Coaching Toolkit Ignite! The 4 Essential Rules for Emerging Leaders

2 Copyright Notice This publication is protected by copyright and is licensed for use by a single individual only. No part of this publication shall be reproduced, stored in a retrieval system, or transmitted by any means electronic, mechanical, photocopying, recording, or otherwise, without written permission from the publisher Solutions Consulting Group 3550 Frontier Avenue, Unit A2 Boulder, CO ww.512solutions.com info@512solutions.com Trademarks All terms mentioned in this book that are known to be trademarks or service marks have been appropriately marked. Neither 5.12 Solutions Consulting Group, nor the Author, can attest to the accuracy of this information. Use of a term in this publication should not be regarded as affecting the validity of any trademark or service mark. Warning and Disclaimer Every effort has been made to make this publication as complete and as accurate as possible. The information provided is on an as is basis. The author(s), publisher, and their agents assume no responsibility for errors and omissions. Nor do they assume liability or responsibility to any person or entity with respect to any loss or damages arising from the use of information contained herein. Thank you for your purchase of this 5.12 Solutions publication. It is available online at Please contact us for quantity discounts for this guide, Participant Workbooks, or the book Ignite! The 4 Essential Rules for Emerging Leaders.

3 Results and Relationships Model Avoidance World Class Relationships Mediocrity Compliance Results 3

4 Coaching Mindset Shifts Activity There are some common and fundamental shifts that people need to make to transition successfully into great coaches. Review the shifts below, and respond to the questions. Your Beliefs Values technical skills/work From... Believes that doing the work is valuable work Solves problems for self and others Doesn t believe is visionary Asks others for input to generate buy-in Assumes power comes from expertise and positional authority Tactical day-to-day orientation, gets caught in details To... Values people-leading work (versus just putting up with it) Believes that making time for coaching others is a valuable role of being a leader Enables others to solve problems for themselves Creates and communicates a vision Asks others for input because genuinely values their opinions Recognizes that power comes from a participative environment and values contributions of others Strategic orientation and longer-term perspective Your Skills From... Utilizes an agressive or passive style Avoids difficult conversations Approach is hands-on or hands-off Over-compliments or under-complements Uses discipline as a primary method for behavioral change To... Balances styles of communicating own position and being open to input Provides feedback on a daily basis Delegates to others using a situational approach Recognizes others based on their individual needs Understands the difference between discipline and feedback and uses both approaches in driving performance 4

5 Coaching Mindset Shifts Continued 1. What areas/shifts come easily for you? 2. What areas are more challenging for you? 5

6 Building Blocks of Coaching Annual Performance Review A review from the entire year. Employees should NEVER be surprised with the feedback provided. Quick Quarterly Goal Reviews Review goals, ask team members how they think they are doing, adjust goals as needed, and provide feedback. Regular One-on-One Meetings Conduct with direct reports to help open the lines of communication, understand the support team members need, and provide feedback. A-ha! Moments The day-to-day opportunities to provide both positive and constructive feedback. Characteristics of Feedback Frequent Make it part of your daily and weekly leadership style and habits. Specific Describe the situation and the specific behaviors and actions you saw. Link feedback to goals and values. Keep in mind that general recognition has little to no impact. Timely Link feedback to behavior by providing it in a timely manner. People get frustrated and feel marginalized when their contributions go unnoticed. You lose credibility as a leader when you don t provide feedback to team members because other team members notice! 6

7 Expectations-Accountability Dialogue Establish clear expectations port your team member. based on competence and confidence of team member. Assess the Outcome expectation in a way that was aligned with core values? If yes, define new expectations. If no, refine expectations and next steps. produce desired outcome, move to a positive discipline process. Clarify the values that lead to success. to be. with those values. behaviors that misalign with values. Provide feedback feedback. behaviors you want repeated. you observe behaviors that are not in line with expectations. 7

8 Leadership Coaching Grid Coaching Toolkit Purpose: The purpose of the Leadership Coaching Grid is to assess the strengths and weaknesses of your team members and provide insight into where each team member needs coaching. The leadership coaching grid provides both an individual and collective scan of your team and brings discipline and measurement into your people, coaching, and succession decisions. Leader Name Results Relationships Coachability Risk Controlling, Egocentric Avoidant (-1-5) Score Andy Fredrickson Controlling 29 Abby Connelly Avoidant 25 Austin Jones Egocentric 23 Benny Smith Avoidant 17 Billie D Angelo Egocentric -1 Controlling 22 Bobby Susskind Avoidant 17 Charlie Carolson Avoidant 14 Cathy Rodriguez Controlling -3 Egocentric 10 Chris Steinman Egocentric 10 Leadership Dimensions: collaboratively. on the feedback? Risk Factors: These are research-proven behaviors that derail a leader s career. on outcomes 8

9 Leadership Coaching Grid Worksheet Instructions for Completing Your Leadership Coaching Grid: 1. Enter each team member s name in the far left column. 2. Assess each team member across the leadership dimensions in the top row and total their score. 3. Subtract points for risk categories. 4. Determine whether each individual is either green, yellow or red after completing the assessment for each person. Green represents A players, yellow represents B players and red represents C players. 5. Coach accordingly. Leader Name Results Relationships Coachability Risk Controlling, Egocentric, Avoidant (-1-5) Score 9

10 4 Steps to the Coaching Conversation 1-SITUATION 2-IMPACT/EXPECTATIONS 3-INPUT 4-FOLLOW-UP SITUATION: Begin by describing the behavior you saw as specifically as possible. IMPACT AND EXPECTATIONS: Next, describe the impact of the behavior on you, on other team members, on your customers, etc. Describing the impact helps team members understand the consequences of their behavior. Clarify what you expect from your team member. INPUT: Ask the team member for input on what they can do to improve. Actively participating in coming up with solutions means they will be much more committed to the solution. FOLLOW-UP: Schedule time for follow-up to reinforce behavioral change and increase the likelihood of improving performance. 10