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The Table of Contents following this page of CoachApply is hyperlinked to each title page within the document. Simply click on the title you are looking for and you'll be taken directly to the first page of that title. The CoachApply logo appears in the bottom right corner of each page of this document. If you're not finding what you're looking for or would like more information, simply click the icon and you'll be taken to a survey, which will be submitted to a member of our team who would be happy to assist you. The content of each Coaching Map is color coded to help you find exactly what you're looking for. The categories are as follows:
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Suggested Questions Suggested Activities Suggested L earning P ro j ects Supplemental Coaching Strategies
Coaching Maps
Accountability (10)
Bringing Attention to Unproductivity Commitment Building with Employees Follow Through Holding Teammates Accountable Missing Deadlines
Ownership of Client Relationships Ownership of Job Responsibilities Responsibility Taking to Increase Accountability Setting Standards Taking Ownership Of Mistakes
Attitude (11)
Attitude Body Language Suggests a Negative Attitude Entitlement Leading with Positivity Negativity
Negativity with Clients Positivity as a Team Positivity Without Defensiveness Professionalism Refusing to Complete Certain Tasks Response to Client Requests
Change (7)
Adapting to Change Adapting to Change as a Team Changes in Technology & Innovation Comfortability with Unpredictability Flexibility for The Unexpected Letting Go of Previous Job Role Positivity Through Change as A Team
Client Interactions (21)
120-Second Interactions with Clients Asking for Referrals Building Relationships with Clients Confidence in Asking for Referrals Consistency in Effort with Clients Consistency in Follow Up with Prospects Creative Client & Prospect Outreach Dealer Interactions
Difficult & Frustrating Clients Dividing Time Between Clients Educating Clients Efficiency on the Phone Etiquette with Clients First Impressions Great Client Service Learning to WOW Clients Leveraging Positive Client Relationships to Ask for Referrals Onboarding New Clients Patience with Clients Positive Energy with Clients Taking Client Complaints Personally
Coachability (4)
Analyzing Job Fit Awareness of Coachability Embracing the Coaching Process Ignoring New Instruction
Communication (26)
Active Listening Asking Questions to Dig Deeper Being Natural Candor with Peers Communicating with Follow Through Consistent Communication Controlling Phone Conversations Conversation Flow Cross-Departmental Communication Cross-Team Communication Effective Communication as a Team Effective Communication with Peers Effective Communication with Dealers
Efficient Conversations Giving Clear Instructions Great Communication Leaving Great Voicemails Leaving Voicemails Oversharing Becomes Distracting Positive Tone Over the Phone Presentation Speed Proactive Communication in Frustrating Situations Professional Communication Professional Emails
Reading Body Language Timely Communication
Confidence (15)
Accepting Compliments Being Comfortable with Saying “I Don’t Know” Building Confidence Building Confidence as a Team Building Confidence Through Practice Building Confidence Through Speaking Your Mind Coaching Confidence Coaching Someone with More Experience Confidence Confidence in Networking Confidence in Skills Fueling an Individual’s Curiosity Increasing Confidence Through Mentorship Intimidated By Supervisors Professional Development Confidence Building
Conflict (16)
Avoiding Conflict Avoiding Conflict Through Communication Coaching Opposite Personalities to Work Together Coaching Without Interrogating Deciding When to End The Conflict Conversation Effective Delivery of Concerns to Others Fact Driven Conflict Resolution Handling Conflict Handling Stressful Situations Handling Uncomfortable Situations with Peers Reinforcing Lack of Conflict
Resolving Team Conflict Through Clarifying the Problem Resolving Team Conflict Through Confronting the Conflict Resolving Team Conflict Through Constructive Communication
Standing Up for Yourself Understanding Conflict
Emotional Intelligence (12)
Acknowledging Weaknesses to Peers Approaching Sensitive Situations Behaviors Impacting Performance Being Personable Communicating to Increase Self-Awareness
Emotional Intelligence GOAL-Based Coaching
Personal Behaviors Affecting Peers Personal Life Issues in The Workplace Remaining Calm Under Pressure
Self-Awareness Self-Reflection
Engagement (13)
Collaboration Consistency in Meeting Contribution Disengaged Individual Employee Voice Engagement Study Results Engagement Through Shared Goals Frequent Check-Ins Information Retention Legacy Participation in Organization’s Activities Participation in Team Meetings Setting Expectations Team Morale
Feedback (8)
Accepting Feedback Without Anxiety Asking Peers for Input Asking Questions to Clarify Feedback Finding Success Rather Than Focusing on Failure Giving and Receiving Feedback as a Team Integrating Positive Language
Positive Feedback Within the Team Receiving Constructive Criticism
Millennials (7)
Assisting Millennials Developing Millennial Communication Developing People Skills with Millennials Emphasizing Patience with Millennials Entitled Employee Goal-Setting with Millennials Relationship-Building with Millennials
Motivation (7)
Continuous & Consistent Motivation Energy Motivating Conversations Motivating Through Stagnation Positive Motivation Reinforcing Motivation Sense of Urgency
Productivity (10)
Avoiding Distractions Being Prepared for Meetings Delegating Tasks for Work-Life Balance
Effective Forecasting Focused Productivity Organization Productivity During Down Time Taking Initiative & Job Expectations Taking Initiative Outside of Direct Responsibilities Taking Too Long to Start the Day
Progress (11)
Career Goals Coaching to Career Development Coaching to Further Develop Skills Combating Complacency Finding Success Outside the Comfort Zone Lacking Awareness of Improvement Opportunities Leadership Progress in Current Position Without Promotion
Realizing Full Potential Reinforcing Progress Sense of Progress
Relationships (15)
Building Positive Coaching Relationships Coaching Through the Exit Interview Coaching to Greater Cohesion Confidence in Peer Relationships Confrontational Leader Delegating Through Peer Relationships Effectively Handling Disagreements Facilitating Peer-to-Peer Conversations Gossiping at Work Long-Standing Relationships Negative Peer Relationships Open & Honest Peer Relationships Perspective Change to Mend Relationships Positive Client Relationships Saying “Thank You” Thoughtfully & Creatively
Sales (22)
Asking for The Sale Being A Great Salesperson Building Up Client Base Client Retention Consistency in Performance Consistent Prospecting
Follow Up with Prospective Clients Getting Face-To-Face Meetings Handling Price Objections Leveraging Networking Opportunities Organized Client Base Persistence in Sales Prospecting with Confidence Recruiting Expectations Representative Not Reaching Sales Goals Resourcefulness in Sales Responding To “No” Effectively Securing Next Steps Successful Prospecting Suggestive Selling Timid Follow Up to Cold Calling Upselling & Cross-Selling
Self-Development (11)
Attention to Detail Being A Courageous Leader Being Assertive vs. Aggressive Confidence in Performance Embracing Empathy Facilitating Self-Evaluation Honest & Thorough Self-Evaluations Increasing Confidence Through Mentorship Passion Stepping Up to Be a Leader Volunteerism Working Through Personal Issues
Team Development (23)
Accepting New Staff Members Acknowledging Peers’ Skills & Strengths Being A Great Teammate Being Able to Open Up to Peers
Being Influential to Peers Building Interpersonal skills
Celebrating Team Success as A Group Coaching A New Employee to Success Coaching to Build Greater Cohesion Collaboration Confidence in Speaking Up to Peers Creating Solutions as A Team Improving A Toxic Team Environment Managers Evaluating Relationships with Employees
Peer Development Taking on Conflict Team Development Team Efficiency
Team Planning & Execution Team Player Reinforcement Teammates Working Together Teamwork The Importance of Getting to Know the Team Working with Other Disciplines
Time Management (10)
Delegating for Team Success Delegating for Work / Life Balance Efficiency in The Workday Long-Term Planning No Time to Coach Prioritizing Proactive Scheduling Punctuality Stress Management to Increase Time Management Time Management
Trust (14)
Authenticity Authenticity & Trust Bringing People in for the Good Things Building Trust as Team Members Building Trust Outside of Work
Building Trust Through Active Listening Building Trust Through Professionalism Cross-Departmental Trust Personality Assessments to Foster Team Trust Perspective Taking & Trust Team Transparency Trust Trust Outside Employee’s Control Trusting Other Departments
Credit Unions & Banks (38)
100% Focus when Assisting Members Maximize Every Member Interaction
Asking Open-Ended Questions (Knowledge) Cultivating Existing Member Relationships Representative Lacks Urgency in Following Up on Teller Referrals
Representative Socializing too Much Being Conversational with Members Body Language Suggests a Negative Attitude
Connections with Members Building Teller Confidence
Confidence in Interactions with Members Handling Difficult or Frustrating Members Employee is Argumentative with Members Employees Teaching Members About Online Access Rapport-Building Greetings Helpful Phrases Making Members Feel Appreciated Negatives in Vocabulary Pressuring Members when Selling Taking Member Complaints Personally First Impressions with Members Conversing Too Long with Members at the Teller Line Teller Security Measures Not Followed Taking Initiative to Assist Members
Teller Transaction Speed Tellers – No Time to Sell Teller Socializing Behind the Teller Line Teller Station is Unorganized Using a Cell Phone While at Teller Window Patience with Members Positive Energy with Members
Credit Unions & Banks ( Cont’d )
Prospecting with Confidence Representative Not Reaching Sales Goals Great Member Service Missing Deadlines Working with Other Departments Controlling the Phone Conversation Having a Positive Tone Over the Phone
Progress Coaching External Resources
CoachingYou Assessment
2022 33 Series Schedule
Progress Coaching Training Courses
Mastering Coaching Lessons for Leaders
Mastering Coaching Conversations Mastering Sales Coaching Conversations Creating Activities for Talent Development & Coaching Engagement
Coaching to the Sales Forecast Building Team Accountability Using Practice to Explode Sales
Using Assessments to Coach, Part 1 Using Assessments to Coach, Part 2 Using Video to Coach Coaching Those Behind Goal Using Assessments to Coach Your Team Coaching Better Objection Handling Coaching with Assessments How to Use Top Performers to Coach Coaching New Leaders to Lead How to Set Up a Peer-to-Peer Sales Coaching System Using Peers to Coach Your Team Coaching to Better Sales Objection Handling How to Use Books to Coach (Coming Soon!) Coaching to a Lack of Prospecting (Coming Soon!) How to Coach to Motivate (Coming Soon!) Coaching to Better Time Management (Coming Soon!) How to Coach with Strategic Feedback (Coming Soon!) Coaching to Better Presentation Skills (Coming Soon!) How to Build Coaching Plans (Coming Soon!) How to Build Sales Coaching Plans (Coming Soon!)
Micro Coaching Lessons for Leaders
Coaching a Great Team-Like Attitude Coaching Your Team’s Attitudes Coaching Effective Team Motivation 5 Great Questions to Ask a Struggling Employee Using Activities to Coach Coaching for Accountability 4-Step Coaching Conversation Model Mastering Coaching Questions Delivering Effective Feedback What Really Motivates Your Employees Coaching to Corporate Values Coaching Effective Team Conflict Coaching to Inspire & Motivate 5 Conversations to Retain & Develop Talent Planning Your Sales Team Success Coaching Plan Development Coaching Cross-Functionality The 4 Keys to Coaching in the Workplace
Creative Coaching Learning Series for Leaders
Volume One
Employee Lessons
Attitude Part 1: Understanding Your Strengths Attitude Part 2: The Value of a Positive Attitude Attitude Part 3: How a Positive Attitude Can Accelerate Your Career Communication Part 1: Understanding Your Strengths Communication Part 2: The Value of Great Communication Communication Part 3: How Great Communication Can Accelerate Your Career Conflict Part 1: Understanding Your Strengths Conflict Part 2: The Value of Healthy Conflict Conflict Part 3: How Healthy Conflict Can Accelerate Your Career Feedback Part 1: Understanding Your Strengths Feedback Part 2: The Value of Constructive Feedback Feedback Part 3: How Feedback Can Accelerate Your Career Motivation Part 1: Understanding Your Strengths Motivation Part 2: The Value of Motivation Motivation Part 3: How Motivational Coaching Can Accelerate Your Career Teamwork Part 1: Understanding Your Strengths Teamwork Part 2: The Value of Teamwork Teamwork Part 3: How Teamwork Can Accelerate Your Career
Micro Coaching Partners Lessons for Employees
Seeking & Accepting Feedback Handling Conflict Thoughtfully Active Listening for Teamwork Owning Your Attitude
Finding Your Motivation Being a Great Teammate Communication Self-Awareness Random Acts of Kindness Handling Stress Reflect & Re-Energize Gaining Perspective
Instructional Coaching Kits for Leaders
How to Use Self-Actualized Questions Not Using “But” How to Drive Self-Awareness How to Use Active Listening when Coaching
Asking “What” -Based Questions How to Coach a Negative Attitude How to Use Rating Questions
Coaching Playbooks for Leaders
Emerging Leader New Manager Emerging Sales Leader New Sales Manager Coaching to Communication
Coaching to Professional Conflict Coaching to Effective Teamwork Coaching to Increased Motivation Coaching to Career Planning for Talent Retention Coaching Positive Daily Attitudes
Employee Playbooks
Attitude (Coming Soon!) Motivation (Coming Soon!) Feedback (Coming Soon!)
Assessments
Bringing Attention to Unproductivity
Attentio
Suggested Strategy: Practice creating the framework on how to tactfully
point out teammates’ unproductive behaviors interfering with
productivity. Use role plays and peer to peer relationships to help build
the trust necessary to do so. This can be done in a one-on-one or in a
group setting.
Suggested Questions:
→ Rating Question: On a scale of one
to six, with six being you feel
comfortable telling your peers when
they’re being unproductive, and one
being you avoid these conversations
consistently, where would you rate
yourself and why? What can we do
together to get you closer to a six?
→ Risk Question: What risk do you
assume by not working on the knowledge necessary to tactfully point
out unproductive behavior?
Suggested Activities:
→ Define & Coach: Have the employee or employees come up with their
definition of tactfully confronting employees that are being unproductive.
Then, coach to their definition if your definitions are not in alignment.
→ Whiteboard Coaching: On the left-hand side of the board, write down how the employee/team currently addresses unproductive behavior.
Then, on the right-hand side of the board, have them describe what
addressing unproductive behavior looks like tactfully. Then erase the left
side then ask them what actions need to be taken so the right side of the
board becomes a reality.
Suggested Learning Projects:
→ Peer To Peer Coaching: Pair employees up to hold each other
accountable for confronting behavior. When they have someone who is
also participating in this journey with them, comradery will help with
consistency.
Supplemental Coaching Strategies:
→ Non-Verbal Coaching: Leave them a hand-written note on their desk
when you observe improvement in group meeting participation. Make
sure your note is specific and descriptive.
Commitment Building with Employees
Suggested Strategy: Practice the skills and highlight the importance of
making commitments to increase accountability on your team.
Suggested Questions:
→ Risk Question: What risk do you assume by not making commitments
as they relate to our accountability standards? How can this affect you
personally? The whole team?
→ Opposite Insertion Question: What will you do to successfully make
commitments that relate to accountability?
Suggested Activities:
→ Define & Coach: Come up with a shared definition of what making
commitments looks like in a professional setting as it relates to
accountability. First, have the employee share their definition of
commitment making, then you share yours. Make sure to highlight any
discrepancies you see.
→ Whiteboard Coaching: On one side of the board, ask the employee(s)
how they currently describe their ability to make commitments, on the
right side of the board come up with how you both should make
commitments towards accountability measures, then erase the left and
ask what actions need to be taken to make the right side a reality.
Suggested Learning Projects:
→ Observational Coaching: Pair the employee or employees up with
someone who consistently delivers with commitment making and have
them observe that employee for a week. At the end of the week, have
the employee summarize two things they learned from observation that
they will use in the future, and one area they didn’t realize they did until
they observed this employee.
Supplemental Coaching Strategies:
→ Non-Verbal Coaching: Leave the employee a hand-written note on
their desk when you observe improvement in their accountability. This
will be an easy task when you observe them throughout the week. Make
sure your note is specific and descriptive.
Follow Through
Suggested Strategy: Building follow through commitments allows the
team as a whole to succeed with accountability measures.
Suggested Questions:
→ Demo Me or Teach Me : Teach me or demonstrate to me what it looks
like when you receive a directive what actions or behaviors you take in
order to achieve those directives.
→ Risk Question : What risk do you assume by not identifying areas of
improvement as they relate to your accountability standards with follow
through?
Suggested Activities:
→ Define & Coach: Follow up with the demo me or teach me
conversation by having the employee give you their definition or
understanding of accountability through follow through, then provide
your counter for every point they are not in alignment with your
definition. This builds clarity and consistency.
→ Observational Coaching: After going over your shared definition of
accountability, observe this employee for a week and see if they have
taken an understanding of the directives given and discussed. Then,
after the first week, come together and reevaluate their definition of
accountability through follow through and how they relate to your
standards.
Suggested Learning Projects:
→ Observational Coaching: Similar to what you’re doing with the
employee, share with them that just like you will be observing them,
you’re going to pair them up with someone who consistently delivers
with follow through and have them observe that employee for a week. At
the end of the week, have the employee summarize two things they
learned from observation that they will use in the future, and one area
they didn’t realize they did until they observed this employee.
Supplemental Coaching Strategies:
→ Non-Verbal Coaching: Leave them a hand-written note on their desk
when you observe improvement in their accountability. This will be an
easy task when you observe them throughout the week. Make sure your
note is specific and descriptive
Holding Teammates Accountable
Suggested Strategy: Use Third-Party Coaching to help the person you
would like to coach realize the benefits that could come to both
themselves and the teammates that they should be holding accountable.
Suggested Questions:
→ Third-Party Question: How do you think accountability amongst
teammates can benefit the team as a whole?
→ Rating Question: On a scale of one to six, with six representing a
complete comfortability and one representing being uncomfortable or
exhibiting a dislike for it, where would you rate yourself as it relates to
holding your teammates accountable?
→ Self-Actualized Question: (If the response from the rating question is
below a six) What actions are you committed to taking to help yourself
reach a six?
Suggested Activities:
→ Practice: Have a few practice conversations relating to situations
where holding a teammate accountable would come into play. Both you
and the employee you are coaching should play both roles in the
practice conversations and should both provide feedback.
→ Brainstorm: Ask the employee to help you brainstorm some accountability strategies that could be put into practice in their working
relationships with their teammates, as well as what the effects of those
strategies might be for the team.
Suggested Learning Projects:
→ Tangible Successes: Assign for the employee to come back to your
next coaching session with three examples of times during the week
where the employee made efforts to hold a teammate accountable.
What was the situation? What were the specific actions that the person
you are coaching took to hold their teammate accountable? What was
the outcome of their actions? Be prepared to discuss the answers to
these questions at your next coaching session.
Supplemental Coaching Strategies:
→ Observational Coaching: Assign the person you are coaching to
observe their peers throughout the coming week. What examples of
accountability does the employee observe amongst members of the
team? What takeaways can this person put into practice when they
practice accountability going forward with their teammates? Ask the
employee to email you by the end of the week with the answers to these
questions.
→ Non-Verbal Coaching: Leave the employee a hand-written note at
their workspace when you observe effort made by them to hold
teammates accountable. This does not even have to be a successful
attempt, as long as effort is made toward progress.
Missing Deadlines
Suggested Strategy: Practice Third-Party Coaching to bring awareness
to the impact that they might have on their peers or other departments
when missing deadlines and the perception that might give others of
their habits.
Suggested Questions:
→ Third-Party Question: How do you think others that you interact with at
work would describe your ability to meet deadlines consistently?
→ Risk Question: What risks do you think you might mitigate by ensuring
that you are meeting deadlines and having a positive impact on those
that you work with?
Suggested Activities:
→ GOAL-Based Coaching: What does this person specifically strive to
become Great at in their position? What Opportunities might be opened
up to them as a result of reaching greatness? What specific actions
must the individual take to make those opportunities a reality? What will
the employee Love about reaching these goals? How will setting an
improvement plan for reaching deadlines on a consistent basis help this
person get even closer to reaching their goals?
→ Discussion: Ask the employee to share three specific deadlines that
they have coming up and what specific actions they will take (and
WHEN) to reach those deadlines.
Suggested Learning Projects:
→ Peer-to-Peer Coaching: Ask the person you are coaching to meet with
two people in different departments that might rely on them meeting a
deadline. Ask them to work together to create a strategy for helping
each other to ensure that the next steps between now and that deadline
go smoothly.
Supplemental Coaching Strategies:
→ 30-Second Coaching: Reinforce
positive efforts made by the person
you are coaching to meet a deadline
by taking 30 seconds to share
positive observations of their specific
actions to do so.
Ownership of Client Relationships
Suggested Strategy: Using a Define & Coach strategy, set the
expectations for the individual of what it means to take accountability
and ownership of the relationships that they build with customers. Follow
up with a discussion of how they will specifically take action to reach
those expectations going forward.
Suggested Questions:
→ Define & Coach: How do you think you would specifically define what it
means to be fully accountable for successful relationships with your
customers?
→ Self-Actualized Question: What actions do you think you must take to
demonstrate accountability for your customer relationships and take
ownership of making them successful?
Suggested Activities:
→ Discussion: Have the individual walk you through how they typically
hold themselves accountable for the success of their customer
relationships. How will they specifically hold themselves accountable in
the coming week for ensuring their customer relationships are
successful?
Suggested Learning Projects:
→ Self-Directed Learning: Assign your coaching target to create specific
strategies for creating accountability for their customer relationships.
Then, they should apply those strategies and come back to your next
coaching session with three examples of accountability based on the
definition from the beginning of your coaching session.
→ Peer-to-Peer Coaching: Ask your coaching target to meet with a new
peer each week to learn their strategies for successful accountability for
their customer relationships. What challenges have their peers faced in
building accountability and ownership of their customer relationships,
and how do they address those challenges? What takeaways can the
individual you are coaching put into practice in their own accountability?
Supplemental Coaching Strategies:
→ Observational Coaching: Ask the individual you are coaching to
observe their peers in their relationship-building with customers. What
strategies do their peers have in place to create a sense of
accountability for their own customer relationships? What can this
person learn from their observations to find success in their own
accountability?
Ownership of Job Responsibilities
Suggested Strategy: Your goal as a coach is to help the person you are
coaching understand what is expected of them and the specific steps
that they must take to reach those expectations on a daily basis. Their
awareness is likely lacking in what it means to take ownership of what is
expected of them and the potential risks involved in not having that
awareness.
Suggested Questions:
→ Teach Me & The Sword: So that I don’t make any assumptions
because that would be unfair to you, could you please walk me through
the expectations that your job assigns to you as it relates to your
responsibilities?
→ Define & Coach: What do you think it specifically means to take
ownership of the responsibilities assigned to you?
→ Self-Actualized Question: What specific actions do you think you are
committed to taking to reach that definition and own the responsibilities
that you are expected to execute?
Suggested Activities:
→ GOAL-Based Coaching: What does this person aspire to become
great at in their position? What opportunities might become available to
them as a result of becoming great? What actions must the employee
take to bring those opportunities within reach? What will they love about
reaching their goals? How will taking ownership of the responsibilities
and expectations assigned to them help position them well to reach their
goals?
Suggested Learning Projects:
→ Self-Directed Learning: Ask the person you are coaching to come
back to your next session with three examples of actions they
implemented to take ownership of their responsibilities and expectations,
and how their actions specifically helped them to take a step toward their
goals.
→ Peer-to-Peer Coaching: Assign your coaching target to meet with a
peer during the coming week to discuss the expectations they believe
are set for them and how they organize themselves each day to reach
those expectations and own their responsibilities. Ask the person you
are coaching to come back to your next coaching session with three to
four takeaways that they can implement in their own practice of taking
ownership of their responsibilities and job expectations.
Supplemental Coaching Strategies:
→ Non-Verbal Coaching: As your coaching target takes strides toward
full ownership of their job expectations and responsibilities, take a
moment to write them a card or note thanking them for their efforts. With
positivereinforcement, the individual is more likely to follow through on
their behavioral improvements because they know that you have
noticed. Bespecific in sharing with them how their actions tie in to their
ultimate goals.
Responsibility Taking to Increase Accountability
Suggested Strategy: Building a sense of responsibility comes from
highlighting and creating a mutual understanding of job roles and the
importance they serve for the team as a whole. Use a strategy of third
party questioning and teach me/demo me skills to highlight if there are
any inconsistencies.
Suggested Questions:
→ Risk Question: What risk do you assume by not holding up to your
responsibilities as they relate to your job role? What happens when you
don’t hold yourself accountable to those responsibilities? What happens
to the team if everyone creates their own definition of their job
responsibilities?
→ Self-Actualized Question: What will you do to successfully achieve
your job role expectations and responsibilities on a consistent basis?
What steps do we need to take together to make these clearer or more
attainable?
Suggested Activities:
→ Define & Coach: This will be especially helpful if the employee
demonstrates any lack of understanding when it comes to their job role.
Together, come up with a shared definition of their job role. The more
you drill down those requirements, the less room there will be for the
employee to build their own definition that is not in alignment.
→ Whiteboard Coaching: On one side of the board, ask the employee(s) how they currently describe their ability to deliver on their job
responsibilities, on the right side of the board come up with how they
should ideally be able to deliver on those job responsibilities, then erase
the left and ask what actions need to be taken to make the right side a
reality.
Suggested Learning Projects:
→ Observational Coaching: Pair the employee or employees up with
someone who consistently delivers with their job requirements and have
them observe that employee for a week. At the end of the week, have
the employee summarize two things they learned from observation that
they will use in the future, and one area they didn’t realize they did until
they observed this employee.
Supplemental Coaching Strategies:
→ Non-Verbal Coaching: Leave your coaching target a hand-written note
on their desk when you observe improvement in their accountability.
This will be an easy task when you observe them throughout the week.
Make sure your note is specific and descriptive.
Setting Standards
Suggested Strategy: By communicating or rehashing the mechanisms
and shared definition of standards, your employees will have the skills
and knowledge necessary to achieve those standards.
Suggested Questions:
→ Demo Me or Teach Me: Just so that I don’t make assumptions about
your knowledge or skills, could you please teach or demonstrate to me
the steps behind or measures behind {whatever the accountability
measures are that have been defined by their position - if none have
been defined prior to your coaching session, begin with the discussion of
how they would define what accountability measures specifically look
like in their position or within the company}?
→ Risk Question: What risk do you assume by not continuing to work on
or learn the skills necessary behind our accountability measures? What
can we do together to make sure you learn those things?
Suggested Activities:
→ Define & Coach: Follow up with the Demo Me or Teach Me
conversation by having the employee give you their current definition or
understanding of accountability measures, then provide your counter for
every point they are not in alignment with your definition. This builds
clarity and consistency.
→ Observational Coaching: After going over your shared definition of accountability, observe this employee for a week and see if they have taken an understanding of the directives given and discussed. Then,
after the first week, come together and reevaluate their definition of
accountability through your standards.
Suggested Learning Projects:
→ Self-Directed Learning: This can be completed in a variety of formats.
One of the easiest methods to employ is journal-based coaching, when
the employee is responsible for documenting their understanding of
accountability measures in a journal. Have them summarize daily two
times they were successful, and one time where they could have done
something differently. Then, have them send you an email at the end of
the week to help facilitate your observational coaching conversation at
your next coaching session.
Supplemental Coaching Strategies:
→ Non-Verbal Coaching: Leave your coaching target a hand-written note
on their desk when you observe improvement in their accountability.
This will be an easy task when you observe them throughout the week.
Make sure your note is specific and descriptive.
Taking Ownership of Mistakes
Suggested Strategy: Approach a conversation like this one by asking for
permission to share instead of directive coaching – this opens the
employee up to receiving feedback without becoming defensive.
Suggested Questions:
→ Permission-Based Question + The Sword: With your permission, I would like to share some observations with you that I have made
regarding ownership of mistakes that I think will provide you with a
great opportunity for growth in your position. (When permission is
granted) This may not be your intention, but it is my perception that
.
→ Follow Up: Share your perceptions with the employee to bring awareness to the perceptions that they may be unintentionally
giving off.
→ Reflective Question: I don’t want you to answer right away,
I’m going to go get some
coffee/use the restroom/etc.,
but while I’m gone, I’d like you
to think about how your peers
might describe you in terms of
taking ownership of mistakes.
(Ask their thoughts when you
return).
Suggested Activities:
→ Whiteboard Coaching: On the left side of a whiteboard, write down
how this person thinks that their peers would describe them related to
ownership of mistakes, and on the right side of the board, write down
how the individual would ideally like their peers to describe them
regarding taking ownership. Then, erase the left side of the board and
write down the actions that this person is willing to take to reach that
description on the right side of the board so that their intentions and their
peers’ perceptions are in alignment.
Suggested Learning Projects:
→ Observational Coaching: Ask the employee to observe their peers as
it relates to making mistakes. Do their peers own up to their mistakes?
Do they avoid taking ownership? What effects come about because of
their actions?
→ Journal-Based Coaching: Mistakes are OK – “to err is human”. It is
how we react as humans to making mistakes that makes us a good
teammate. Assign your coaching target to keep a journal in the coming
weeks with entries noting errors made and how they were addressed by
the individual. What was the outcome of the situation or the mistake,
and what action did the employee take in response?
Supplemental Coaching Strategies:
→ Non-Verbal Coaching: Leave the employee a hand-written note at
their workstation when you observe efforts or progress made by the
employee to take ownership of mistakes.
Progress Coaching Resources
Coaching Prescription for Better Accountability
Attitude
Suggested Strategy: Gain an understanding as to where this employee’s
root behavior is coming from, allowing goals and strategies to really take
hold.
Suggested Questions:
→ Risk Question: Risk questions allow those you’re coaching to see
outcomes if behaviors do not change. By addressing them using a risk
question, it allows them to see the setbacks that come from not
embracing a good attitude. For example, “What risk do you assume if
you don’t understand and change your attitude for the better?”
→ Permission-Based Question: More than likely, the employee has built
up resistance and reluctance to discuss critical conversations, helping
lower that guard is essential to having success when it comes to the
subject of attitude, which is very personal. Use a question like, “With
your permission, I’d like to discuss something that may be
uncomfortable for you as it relates to your attitude in the workplace.”
Suggested Activities:
→ Directive Coaching: This may be especially useful if the above activity
does not take hold for the employee. Many times, simply highlighting the
behavior that needs to change is enough to get the individual thinking on
how they can improve. Use something l ike, “I know this may be hard to
hear, but embracing a positive attitude is necessary to be successful
here. Let’s come up with ways on how to improve together.”
→ GOAL-Based Coaching: This tool is especially helpful when beginningthe transition from the status quo to the
goal of working together towards embracing change.
Discuss some goals he/she should have asit relates to
embracing a positive attitude and how it can help them
succeed in their goals. What does this person aspire to
become Great at in their career? What Opportunities might
be presented to them as a result of becoming great?
What Actions must the individual take related to their
attitude to help bring these opportunities within reach?
What willthe individual Love about reaching their goals
through taking these specific steps?
Suggested Learning Projects:
→ Tangible Successes: Have the employee reconvene next week to
discuss one success with their attitude and one setback they had.
Assign this learning project at the end of your first meeting.
→ Directive Coaching: This is an effective way to summarize the
discussions you had with the employee about attitude. To look for
growth, there needs to be tangible behaviors or observations they need
to achieve in order for you both to recognize change. Come up with
these goals together.
Supplemental Coaching Strategies:
→ Reflective Coaching: Have the employee summarize two successes
and two ways they intend to improve their attitude and send you an
email at the end of the week with their comments.
→ Non-Verbal Coaching: When the employee has a successful moment
due to their positive attitude, leave a handwritten note on their desk
encouraging them to keep up the good work. If you notice they’re
struggling, still leave a note but remind them that growth is hard, but
worth it. Simply providing positive reminders may be the push they need
during those tough times.
Body Language Suggests a Negative Attitude
Suggested Strategy: Bring awareness to the situation directly and define
what positive body language looks like so that this person is aware of
their body language in relation to the ideal definition.
Suggested Questions:
→ Define & Coach: What do you think someone with positive body
language looks like? How do you think your body language might be
perceived in relation to that definition?
→ Third-Party Question: How do you think your peers might describe
their perception of your body language at work?
→ Self-Actualized Question: What specific actions will you take going
forward to bring your body language in alignment with the definition that
we just discussed?
Suggested Activities:
→ Whiteboard Coaching: On the left side of a whiteboard, write down
how this person thinks that their peers would currently describe their
perception of his/her body language. On the right side of the board,
write down the ideal description defined earlier in your conversation of
positive body language. Then, erase the left side of the board and write
down the actions that this person is willing to take to move toward
practicing the ideal definition remaining on the board.
Suggested Learning Projects:
→ Journal-Based Coaching: Ask the employee to keep a journal in the
coming week – the entries should include observations of the reactions
of those around them. How do their peers respond to them when they
are not practicing positive body language? How about when they do
practice it? How do those observations make this person feel about
their relationships with their peers?
→ Tangible Successes: Have the employee come back to your next
coaching session with three examples of where they truly felt that they
exhibited positive body language in the office, and how did each of those
situations make them feel about how they presented themselves to their
peers?
Supplemental Coaching Strategies:
→ 30-Second Coaching: When you observe positive body language by
this person based on the definition that you agreed on in your coaching
conversation. Let them know specifically what actions they are taking
and how you notice that they are making a difference.
→ Observational Coaching: By having the employee observe the
reactions of those around them and the effect that their body language
can have on their surroundings, you are helping the person you are
coaching become invested in what happens around them and the effect
that they can have on others.
Entitlement
Suggested Strategy: Use permission-based questions or the Sword to
give feedback or observation to avoid an accusatory conversation path
and to further understand the connections between the perceptions
being made and the employee’s intentions.
Suggested Questions:
→ Permission-Based Question + The Sword: “With your permission,
just so that I don’t make assumptions because that would be unfair to
you, I’d like to share some observations that I’ve had recently.” With
their acknowledgement you can then begin the awareness stage of the
coaching conversation.
Suggested Activities:
→ Define & Coach: They might not be entirely sure of what exactly their
job requirements are. Ask them to explain what they think their job
entails and you can then compare exactly to what they are expected to
do by you and the company.
→ Brainstorming: Come up with an action plan of how to make sure that they are addressing all of the parts of the job description, not just what they want to do, which is what most people tend to gravitate toward.
Suggested Learning Projects:
→ Self-Directed Learning: Ask your coaching target to come back with
three examples of times where they felt they shouldn’t have had to do
something that might be asked of them and why they didn’t feel it was
their responsibility. After they accomplish whatever it is they were asked
to do, have them journal why they might not have wanted to do that task
and also journal why that task might be important for their position.
Supplemental Coaching Strategies:
→ Non-Verbal Coaching: Write your coaching target a note and leave it
on their desk when you notice that they are tackling all that is asked
based on the description you discussed in your coaching session – be
specific in what they are doing well and why it is appreciated by you.
Leading with Positivity
Suggested Strategy: Using a Define & Coach strategy, ensure that you
and the individual you are coaching are under the same understanding
of what it means to lead with positivity. Use GOAL-Based Coaching to
set specific goals with this person and create a strategy to implement to
reach those goals.
Suggested Questions:
→ Define & Coach: When you think about someone that uses positivity to
lead their team, what do you think that person’s actions specifically look
like?
→ Third-Party Question: If we were to ask your team how they would
describe your leadership approach, what do you think they might say
and why?
Suggested Activities:
→ GOAL-Based Coaching: What does the individual aspire to become
Great at as a leader? What Opportunities might be afforded to the
individual by becoming great? What Actions must the individual take to
bring those opportunities within reach? What will the individual Love
about reaching their goals?
Suggested Learning Projects:
→ Self-Directed Learning: Assign your coaching target to have one
positive leadership moment each day with a different member of the
team. They should come back to your next coaching session with what
strategy they implemented in each situation, as well as what the
observed outcome after the interaction was.
→ Journal-Based Coaching: Ask the individual to keep a journal with
entries noting their positive leadership journey – what are some
situations where they felt really successful in utilizing positivity with their
team? What are some instances where they still feel like they might be
struggling to stay positive and why? What strategies can they
implement to remedy those situations in the future?
Supplemental Coaching Strategies:
→ 30-Second Coaching: Reinforce positivity using positivity! Take 30
seconds to acknowledge specific instances where the individual showed
leadership through positivity. Share with them the actions that you had
observed and let them know why those actions are appreciated by you
and beneficial to the team.
→ Observational Coaching: Ask the individual to observe other leaders
within the company as they interact with their teams. What are some
specific instances where they observed positive leadership by their
peers? What have they learned and can put into practice from their
observations?
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