1. © InsideOutDevelopment LLC 2009 A Professional Service Firm Focused on Helping You Achieve Breakthrough Performance

2. © InsideOutDevelopment LLC 2009 The Business Case for Coaching Bersin & Associates - 2007 High Impact Talent Management Study The Talent Management practice which produces the greatest results

3. © InsideOutDevelopment LLC 2009 The Business Case for Coaching Bersin & Associates - 2007 High Impact Talent Management Study The Talent Management practice which produces the greatest results Sales Executive Council (SEC) - 2007 Sales Coaching Research Initiative Manager activity most closely associated with Sales rep success

4. © InsideOutDevelopment LLC 2009 Research Suggests: New Generation

5. © InsideOutDevelopment LLC 2009 InsideOut Development Over 25 years working with professional athletes

6. © InsideOutDevelopment LLC 2009 InsideOut Development Over 25 years working with professional athletes Over 20 years experience working with corporate clients

7. © InsideOutDevelopment LLC 2009 What We Do We help individuals and organizations implement a simple, repeatable coaching process that has broad application

8. © InsideOutDevelopment LLC 2009 Coaching is not about: Coaching is about: Philosophy

9. © InsideOutDevelopment LLC 2009 Coaching is not about: Style Being “nice” Fixing people Coaching is about: Philosophy

10. © InsideOutDevelopment LLC 2009 Coaching is not about: Style Being “nice” Fixing people Coaching is about: Increasing and maintaining performance Implementing strategy Results Philosophy

11. © InsideOutDevelopment LLC 2009 We Believe It’s less about… –The “philosophy” of coaching –Do’s / Do not’s of –Coaching –Style –The Coach

12. © InsideOutDevelopment LLC 2009 We Believe It’s less about… –The “philosophy” of coaching –Do’s / Do not’s of –Coaching –Style –The Coach More about… –“How to” for conversations –Simple & Repeatable –Environment for Learning –The Coachee

13. © InsideOutDevelopment LLC 2009 The Biggest Obstacle to Performance Is not that people aren’t smart or knowledgeable enough

14. © InsideOutDevelopment LLC 2009 The Biggest Obstacle to Performance Is not that people aren’t smart or knowledgeable enough It’s that they don’t take action on what they already know!

15. © InsideOutDevelopment LLC 2009 Sample List of Clients

16. © InsideOutDevelopment LLC 2009 Clients Tell Us: Approach leads to swift action and effective results

17. © InsideOutDevelopment LLC 2009 Clients Tell Us: Approach leads to swift action and effective results Process is simple and easy to implement therefore breeds confidence

18. © InsideOutDevelopment LLC 2009 Clients Tell Us: Approach leads to swift action and effective results Process is simple and easy to implement therefore breeds confidence Has a broad range of application beyond traditional coaching

19. © InsideOutDevelopment LLC 2009 Clients Tell Us: Approach leads to swift action and effective results Process is simple and easy to implement therefore breeds confidence Has a broad range of application beyond traditional coaching Don’t have to be subject matter expert

20. © InsideOutDevelopment LLC 2009 Clients Tell Us: Approach leads to swift action and effective results Process is simple and easy to implement therefore breeds confidence Has a broad range of application beyond traditional coaching Don’t have to be subject matter expert Can be used to coach up, down, sideways and at home

21. © InsideOutDevelopment LLC 2009 Clients Tell Us: Approach leads to swift action and effective results Process is simple and easy to implement therefore breeds confidence Has a broad range of application beyond traditional coaching Don’t have to be subject matter expert Can be used to coach up, down, sideways and at home Keeps people responsible/accountable

22. © InsideOutDevelopment LLC 2009 Clients Tell Us: Approach leads to swift action and effective results Process is simple and easy to implement therefore breeds confidence Has a broad range of application beyond traditional coaching Don’t have to be subject matter expert Can be used to coach up, down, sideways and at home Keeps people responsible/accountable Enables people to navigate “challenging” conversations

23. © InsideOutDevelopment LLC 2009 The Spirit of InsideOut Coaching Conveying valued people From where they are To where they want to go

24. © InsideOutDevelopment LLC 2009 The Spirit of InsideOut Coaching Conveying valued people From where they are To where they want to go Respect/Dignity Get in their world Commitment

25. © InsideOutDevelopment LLC 2009 InsideOut Performance Model Paradigm Principle Process

26. © InsideOutDevelopment LLC 2009 InsideOut Performance Model Performance comes from the Inside-Out Paradigm Principle Process

27. © InsideOutDevelopment LLC 2009 InsideOut Performance Model Performance comes from the Inside-Out Focus brings out what’s inside Paradigm Principle Process

28. © InsideOutDevelopment LLC 2009 InsideOut Performance Model Performance comes from the Inside-Out Focus brings out what’s inside G.R.O.W. Coaching process Paradigm Principle Process

29. © InsideOutDevelopment LLC 2009 Paradigm Outside-In Inside-Out

30. © InsideOutDevelopment LLC 2009 Paradigm P = C + K Outside-In Performance = Capacity + Knowledge Inside-Out

31. © InsideOutDevelopment LLC 2009 Paradigm P = C + K Outside-In Performance = Capacity + Knowledge P = C - I Inside-Out Performance = Capacity - Interference

32. © InsideOutDevelopment LLC 2009 Performance Wheel

33. © InsideOutDevelopment LLC 2009 Faith FireFocus Belief Energy Attention Performance Wheel

34. © InsideOutDevelopment LLC 2009 FireFocus Energy Attention Performance Wheel Insecurity

35. © InsideOutDevelopment LLC 2009 Faith Focus Belief Attention Performance Wheel Indifference

36. © InsideOutDevelopment LLC 2009 Faith Fire Belief Energy Performance Wheel Inconsistency

37. © InsideOutDevelopment LLC 2009 Performance Wheel

38. © InsideOutDevelopment LLC 2009 Performance Wheel Faith FireFocus Belief Energy Attention

39. © InsideOutDevelopment LLC 2009

41. Changing Skill Requirements Reorganization Staff Fluctuations Never Enough Time New technology Loss of Familiar Ways of Doing Things Information Overload Do more with less Cultural Diversity

42. © InsideOutDevelopment LLC 2009 Changing Skill Requirements Reorganization Staff Fluctuations Never Enough Time New technology Loss of Familiar Ways of Doing Things Information Overload Do more with less Cultural Diversity No Choice/Powerless Self rather than work focus Resistance to change Uncertainty Trust Morale Fear Performance

43. © InsideOutDevelopment LLC 2009 Changing Skill Requirements Reorganization Staff Fluctuations Never Enough Time New technology Loss of Familiar Ways of Doing Things Information Overload Do more with less Cultural Diversity Performance

44. © InsideOutDevelopment LLC 2009 Changing Skill Requirements Reorganization Staff Fluctuations Never Enough Time New technology Loss of Familiar Ways of Doing Things Information Overload Do more with less Cultural Diversity Performance

45. © InsideOutDevelopment LLC 2009 InsideOut Performance Model: Principle Principle - Focused Attention Interference is reduced through focus

46. © InsideOutDevelopment LLC 2009 InsideOut Performance Model: Principle Principle - Focused Attention Interference is reduced through focus –Change: What we pay attention to How we pay attention

47. © InsideOutDevelopment LLC 2009 Why Focus Carrot and stick doesn’t create sustainable change Persuasion/logic doesn’t overcome the psychological resistance

48. © InsideOutDevelopment LLC 2009 Why Focus Carrot and stick doesn’t create sustainable change Persuasion/logic doesn’t overcome the psychological resistance Focus changes the brain Intensity (time x amount) of focus creates change

49. © InsideOutDevelopment LLC 2009 Coaching Challenges (what we hear) Coaching Challenges? Time to Coach (takes too long) Misunderstanding of Coaching (telling isn’t coaching) Knowledge/experience doesn’t ensure good coach Challenging/difficult conversations Holding people accountable Coaching up Making coaching simple/repeatable Creating a coaching culture When and where to coach Consistency in the coaching process

50. © InsideOutDevelopment LLC 2009 Faith FireFocus Belief Energy Attention Process: G.R.O.W.

51. © InsideOutDevelopment LLC 2009 G.R.O.W.

52. © InsideOutDevelopment LLC 2009 Decision Velocity Results

53. © InsideOutDevelopment LLC 2009 Decision Velocity Results Actions

54. © InsideOutDevelopment LLC 2009 Decision Velocity Results ActionsDecisions

55. © InsideOutDevelopment LLC 2009 Decision Velocity Results ActionsDecisions The speed and accuracy of decisions

56. © InsideOutDevelopment LLC 2009 G.R.O.W

57. © InsideOutDevelopment LLC 2009 G.R.O.W

58. © InsideOutDevelopment LLC 2009 G.R.O.W

59. © InsideOutDevelopment LLC 2009 “Precision” Using the GROW process, coaches add precision to decision making and problem solving. They use questions that increase speed, enhance trust, promote engagement and lead to action.

60. © InsideOutDevelopment LLC 2009 Tool—Coach Performance

61. © InsideOutDevelopment LLC 2009 Tool—GROW Pad

62. © InsideOutDevelopment LLC 2009 The Coach’s Challenge

63. © InsideOutDevelopment LLC 2009 The Coach’s Challenge

64. © InsideOutDevelopment LLC 2009 Tool—Coaches Prep Worksheet

65. © InsideOutDevelopment LLC 2009 Tool—Conversation Planner

66. © InsideOutDevelopment LLC 2009 Tool—Coach Performance

67. © InsideOutDevelopment LLC 2009 Step #1 Tool—Coach Engagement

68. © InsideOutDevelopment LLC 2009 Tool—Coach Performance

69. © InsideOutDevelopment LLC 2009 Business Application for Coaching Retaining Top Talent Positive Work Environment Employee Engagement Increased Productivity Improved Performance Stronger Application of Training Initiatives Charter Institute of Personnel & Dev (CIPD). 2004 Institute of Executive Development Coaching Market Study 2006

70. © InsideOutDevelopment LLC 2009 Manager-Led Coaching Direct reports of effective coaches outperform the direct reports of ineffective coaches by 25% 40% less likely to leave their organization 2006 Corporate Executive Board – Learning and Development Roundtable study of 4,000 employees “ Put simply, the direct reports of effective coaches perform better and stay longer.”

71. © InsideOutDevelopment LLC 2009 Performance Hypotheses However you are performing, you have the potential to perform better. Your potential is blocked by interference. Interference is reduced by focusing attention. Focused attention is increased through G.R.O.W.

72. © InsideOutDevelopment LLC 2009 Question & Answer