Sponge-worthy:Coaching Employees for Better Performance: Part II

In my last entry, I started describing some "nuggets", I picked up from a seminar on coaching employees, organized by Carol A. Hacker, in Atlanta (Offices of Matrix Resources) .

This entry is concluding part of the salient points, I picked up during the seminar.

But before that, here are some quotable quotes from the presentation -

"When you do things yourself, you are a technician;
When you get things done by others, you are a manager."
-- Lawrence Appley, Past President of American Management Association.

"Let people know what is expected of them to the same degree as their degree to succeed."
-- Dr. Curt Einstein, Behavioural Psychologist.

"Nobody succeeds or fails in vacuum."
-- Dr. Curt Einstein, Behavioural Psychologist.

Role of the Coach in Coaching

The primary goal of a coach should be to achieve results and excellence through others. A good coach must:

• Avoid personally taking charge of everything or micro-manage.
• Must create an environment that foster learning, independent thinking and opportunity to contribute.

Three Level of Performers

A team can have three level of performers:

• Super Stars
  You found them, if they excel in the assignments given to them. Also looking for more more work and lot of initiative.
  
• Average Performers
  Happy to meet the expected goals and complete the tasks set to them. Not really looking for new challenges.
  
• Below Average performers
  Struggle to meet up with the tasks assigned to them. Not eager to take on any new tasks.

It is very likely super stars may end up being abused by asking to take on tasks of average and below average performers, simply because they are good at it.

Coaching Super Stars

The ideal way to coach Super stars would be get them involved in new tasks, recognize and reward them and let them know the y are important.

Since these are employees who have already proven themselves, delegate and avoid micro managing them. Provide them with a forum for sharing information, offer plenty of training and groom them for promotion.

Finally, don't hold them back when they want to be prompted. That is probably the hardest part, as it might mean losing a a super star to another team.

Coaching Average Performers

Average performers on the team may not be performing beyond the desired goals because of several reasons. These may include - obstacles in gaining understanding of the tasks and lack of clarity manager's expectations, or lack of training and honest feedback.

To motivate an average performer:

• Increase responsibilities to build confidence.
• Teach them how to set goals and make the accountable.
• Praise what you want to raise.
• Offer meaningful rewards
• Get Superstars as Mentors.

Coaching Below Average Performers

It is important to understand that a below average performer in one team can a super star in another team. It is decision of the employee to maintain good performance not the managers. Keep in mind to refer to company guidelines for discipline and discharge.

But before it comes to all that, it is important to conduct a performance improvement session.

Performance Improvement Session

(1) Pre-Steps:

• Gather all the facts; include specific examples
• Write down what you plan to say.
• Practice via role-playing
• Find the right place and time and do not allow interruptions.
• Be prepared to discuss possible solutions.
• Get right to the point.

-- Source: Presentation Slide provided by Carol A. Hacker

(2) During the Session:

• Get agreement that there is a problem.
• Discuss Consequences
• Ask for action plan from the employee
• Focus on the problem, and not the employee
• Ask for a written summary of the session.
• Schedule the follow up meeting

-- Source: Presentation Slide provided by Carol A. Hacker

(3) After the session:

• Monitor the action plan and provide feedback.

-- Source: Presentation Slide provided by Carol A. Hacker

Finally, if that does not work out, coaching leads to discipline.

A fair and balanced Discipline Process

The three prerequisites for a fair and balance discipline process:

• Rules and Regulations
  Intended to inform the employees ahead of time what is acceptable and what is not. Usually in a employee handbook.
  
• A system of progressive penalties
  Ranging from Oral warnings to written warnings, from suspension to a final discharge depending on the type of offense and the number for the offense.
  
• Appeals process
  This is required to help to ensure that the discipline is handled fairly and equitably.

Well, that concludes another edition of the blog entry on the Matrix Seminar, but wait we are not done with this topic yet. Yes, Yes, lot more nuggets to dispense.

In the next bunch, read about Carol's tips on - feedback process, additional tips on coaching and what to do when going gets tough for the would-be-coach.

Till then, enjoy... (Hope to get that out, before we say goodbye to 2006... umm 3 days to go.)

Sponge-worthy:Coaching Employees for Better Performance: Part I

Well, after being encouraged by my company's CEO to write more - "technical" weblogs, I took the cue to at least write more regularly. Honestly, being in a project management role for a remote team in day to day work, I use technical work (software design and coding for me) , is more therapeutic than second nature, which I can write about. (So, my apologizes to the big guy in my company, but I will keep trying...)

In this blog entry, I write about couple of things. The main topic being the recent seminar I attended about coaching employees.

The second being tip to all the employers (US based only) in Atlanta (GA), Dallas (TX), Houston (TX) and Charlotte (NC) area, who want save on some training budget...:)

First the tip, Matrix Resources (http://www.matrixresources.com) organizes free executive seminars one several management and human resource topics. These are half day seminars and organized after lunch. (Yes, there are free sodas and snacks). The feedback, I have from people who have attended has been very positive and I am told that most of the speakers are very knowledgeable and impressive. And did I mention it was - FREE ! (Umm... yes I did)

Click here to to find about Free seminars in your area from Matrix Resources -

The coaching seminar was conducted by Carol A. Hacker (http://www.carolahacker.com). Carol, is NOT a hacker, as her name suggests...:) (but she may have married one...)

In fact, she is very inspirational person with a great sense of humor and accommodate nature. She has overcome serious medical condition in her life and has become a successful business consultant. She has held many interesting positions including a tasting expert on advisory board of Miller Brewing Co. (Makers of Miller and Miller Lite). (You can't get "higher" than that, can you?)

Her approach to conduct the seminar was very participative, where in she divided the audience into team of minimum 4 and maximum of 5 members in a group. Standing rule, no two members should be currently working together. (Umm... Honestly, we (me and my partner in crime) broke this rule...).

During the course of the seminar, she involved the audience in several exercises and asking the team to pick a different team leader for each exercise on some interesting rules (person wearing the newest pair of shoes, person with most pets, person with maximum number letters in their name are examples)

Here are some salient points (or nuggets as Carol will call it) :

• Coaching (def.): is a manner of communicating that keeps the conversation positive and focused on successful outcome. It presupposes that the employees have the answer and the coach is simply the person who "holds the mirror" while the employee re-adjust the behaviors based upon the truth they see now.
  
  (Source: Presentation Slide by Carol A. Hacker )
  
  
• When should a manager consider coaching?
  
  (a) When the manager wants the employee to challenge status quo.
  (b) When the manager detects a sense of frustration in the employee
  (c) When the manager feels that the employee is not performing well.
  
  (Source: In Team discussion)
  
  
• Coaching takes commitment, time and practice.
  
  No surprises here. Both the coach and the person being coached should be ready to spend the time and effort related to coaching. Also, as any other applied skill, it takes practice to perfect the process.
  
  
• Caveats abound...
  
  Because of an employee - manager relationship, true level of trust required for coaching may never be achieved. (That does not mean, that one should stop trying).
  
  Use of emotion free language (verbal/non-verbal) is a must. Most managers are not trained in this or accustomed to this.
  
  Managers have a tendency to fall back on old management techniques, under pressure.
  
  
• Common characteristics of good coach as described by the audience - patience, knowledgeable, good humor, aware of his/her limitation, flexible and persistence.
  
  
• Role of a coach
  
  Achieve results and excellence through others rather personally taking charge of everything.
  
  Focus on developing employees in order to achieve business results than micro-managing them.
  
  Create an environment that fosters learning, independent thinking and opportunity to contribute.
  
  (Source: Presentation Slide by Carol A. Hacker )
  
  

The seminar was a half day seminar (about 4 hours long including 3 breaks). So I believe I should cover it in 2 blog entries.

Next time, some more from the seminar... Coaching behavior, different level of performers and coaching approach for each of them and some more coaching tips...

Sponge-worthy: Consulting Tips from Carl Pritchard

To an unassuming onlooker, Carl Pritchard would be a ordinary soul, working his 9-5 shift in a big city air conditioned office. Until, you happen to hear him speak.

I had that opportunity last night (Monday - July 17, 2006) at dinner for PMI Atlanta Chapter at Hotel Crown Plaza.

The topic of discussion was - "How to be a better consultant ?" Seemingly boring topic, but with Carl at the microphone, time seemed to keep flying and the audience still seems to be wanting more.

Tying it with examples from his own experiences, he brought out the following salient points:

• A good consultant always has a "TOOL KIT". A tool kit include high value credentials - such as PMP, MSCD, Sun certified and ways to add visibility such as website or a blog, publishing articles in trade magazine and speaking in conferences.
  
  Having been in the media business, prior to making a transition into management he hinted that August is usually the "slow" month and publishers and editors often ponder about taking out a August issue...:)
  
  For certifications, Carl mentioned that he was one of early adopters of the EVMP (Earned Value Management Professional) certification, which allows him access to exclusive government projects.
  
  Some other ways to get noticed - weekly/monthly newsletters and best customer awards.
  
  
• A good consultant acts like "SPONGE". The important characteristic - not only easily absorb information but just as easily share that information.
  
  
• A good consultant "KNOWS HIS/HER WORTH". If you are working for a consulting company, helpful to have good "relationship" with the accountant. The chances are that you may be in for a "sticker shock" learning what the company charges for your time!
  
  Important things to consider while setting the price - Prep time, Years of experience, credentials and on going support.
  
  
• A good consultant realizes that - "MEETINGS MAKE OR BREAK CAREERS". Treat every meeting as important meetings. Show up on time and take efforts to forge relationships. Set expectations early on, in the meeting.
  
  Jobs and profiles may come and go, relationships last.
  
  
• A good consultant use CONFORMITY to his/her advantage. The consultants should not try to be so different such that it takes attention away from what they are doing.
  
  
• A good consultant should approach his/her work with lot of "ZEAL, ENTHUSIASM, INTENSITY AND FOCUS".
  
  Carl remarked to the audience when was the last time did they heard a project manager talk about Work Breakdown Struture (WBS) with any perkiness.
  
  
• A good consultant "ASKS FOR FAVORS". This is not to take advantages of others, but in fact to make the person being asked, feel NEEDED.
  
  
• A good consultant offers "HONEST EMPATHY AND RESPECT". These are specifically helpful in building relationship and trust.
  
  Take real life examples, Carl cited that there are lot of times at work, when a person may approach you and ask, if you had minute to talk, the first thoughts are - "Oh, Oh here goes couple of hours..."
  
  Instead, the recommended approach is to give the person the full attention. Try to NOT TO MULTI-TASK. In fact, if you are front of a PC, turn off the monitor or/and place the phone of the hook, if possible.
  
  
• A good consultant "CHOOSES A SPOKESPERSON", if s/he is not the best person to market her/his skills and experience.
  
  
• Finally, a good consultant always tries to add "VALUE" and renders a "COMMITMENT TO DELIVER."
  
  

QUOTABLE QUOTES IN THE PRESENTATION:

There is no "I" in TEAM, but there is always a "ME"

Hope you folks out there enjoyed reading this BLOG entry, as much enjoyed writing it and listening to Carl Pritchard.

For more information about Carl Pritchard and Pritchard Management Associates, visit - www.carlpritchard.com

On a side note, Carl also mentioned he was consultant who was available at cost of a e-mail and he tries to respond every e-mail within 24 hours.