2.  Coaches encourage continual improvement of people through positive relationships, observing, listening, providing feedback, creating awareness of performance needs, and accountability.

4.  Break into groups:  What are the attributes of a great coach?  How can I apply these attributes with my team?

5. “I tell people that I go into their organization and immediately observe what is being reinforced. All I have to do is observe what people are doing. What they do during the work day is what is being reinforced.” Aubrey Daniels

6.  Never Let Great Work Go Unnoticed  When You See It, Say It  Never Let Poor Work Go Unnoticed  Make It Private & Positive  Never Let Them Go Down a Dead-End Road **Coaching is the Process of Letting People Know That What They Do Matters to You**

7. Coach people whose actions do not meet performance expectations utilizing the following technique:  Prepare for observation – review work documents, talk to SMEs, and walk down job with operators  Observe - state what you saw  Response – wait for a response from the performer  Remind – state the expected behavior or practice  Solutions – ask performer for options to close performance gap and Agree – obtain agreement on a specific action going forward  Analyze the data and communicate with employees

8.  State What You’ve Observed  Wait for a Response  Remind Them of the Goal  Ask for a SPECIFIC Solution  Agree Together  Encourage “ Coaching on the Spot”

9. Play Lou Holtz Video

11. 1. Identify the right place to start 2. Make sure that the person is “okay” to be coached 3. Analyze and Clarify the situation by asking good questions of self and others 4. Identify possible actions and agree on specific actions 5. Feedback through healthy dialogue

12. What is the most important coaching principle? What gets reinforced gets done!

13. Behavior – actions that involve physical activity - observable - can reliably measure Behaviors are NOT labels - bad attitude - unmotivated

14. People do what they do because of what happens to them as they are doing it

15. Antecedents – prompts to do something You have 90 seconds – list as many work antecedents as you can

16. Antecedents – prompts to do something Behavior – observable action taken NOT a label – bad attitude or team player

18. Do you have any ? How many?

19. Antecedents – prompts to do something Behavior – observable action taken Consequences – What happens as a result of action taken

20. Over time a repeated behavior reinforced by a repeated consequence becomes a ______? HABIT

21. Do you have any ? How many? Lots Once developed how long do they hang around

22. The biggest reinforcer of inappropriate behavior is __________ SUCCESS

23. (People do what they do because of what happens to them as they do it)  Any speeders on expressways?  Any speeders in school zones? Consequences have the strongest influence on future behavior

24. Behavior Positive Reinforcement Consequences that INCREASE BehaviorBehavior Get something you want Source: Daniels (1989) Negative Reinforcement All of these have a time and place to be used! Punishment Escape or avoid something You don’t want Penalty

25. Escape or avoid something people do not want Gets people to meet the standard you set – nothing more

26. People get something they want Give you discretionary effort – more than you expect

27. Do you spend more time providing positive or negative reinforcement? Why?

28. What impact does positive reinforcement have on Coaching to improve performance Building trust

29. Scenario OneScenario Two

30. When you see someone doing/not doing what you want, say something SPECIFIC to them “Thank you” can be an effective positive reinforcement. The closer the reinforcement is to the behavior the more reinforcing it is

31. Be sincere If you want to change someone’s behavior, change the consequences (management rework) People do what they do because of what happens to them when they do it

32.  The observation program is to acquire first- hand information about the performance of workers, management expectations, management/supervision oversight, workplace environment and plant/site processes.  Coaches encourage continual improvement of people through positive relationships, observing, listening, providing feedback, creating awareness of performance needs, and accountability.

33.  Record Daily Key Learnings:  Group Consensus – Key Points Learned  List on Flip Chart & Discuss  Homework:  Individual Action Plan  Deliverable for Course Completion