1. High Performance Coaching 1 + 1 = 3 April 12, 2005 Canadian Process Control Association

2. April 12, 2005 2 High Performance Coaching Focuses on:  Individual  Achieving outstanding performance and  Realizing their full career potential By having  Clearly defined goals with  Measured performance and  Frequent feedback

3. Great Coaches motivate Individuals successfully & achieve results Development of Others – Cultivates Individual Talents Motivates Successfully

4. April 12, 2005 4 Great Coaches Generate Higher Net Income

5. April 12, 2005 5 Great Coaches have more Satisfied Customers

6. April 12, 2005 6 Developmental Focus Coaching Skills  Communications, Relationships, Cultivates Individual Talents, Motivates Successfully Individual’s developmental aspects  Could be every day  More qualitative  Perceptions + Needs + Solutions  Future Oriented

7. April 12, 2005 7 High Performance Coaching Process Preparation – Select Objective & Time required Introduction – Rapport and purpose Closing – Facilitate action and time frame Follow-up Perceptions and Needs Discussion Obstacles and Solution Discussion Spend 80 % of time here

8. April 12, 2005 8 Perceptions and Needs Discussion Remember: Ask more questions before you give your view Perceptions Questions Drill Down Questions Coach’s Perceptions and Feedback

9. April 12, 2005 9 Perception Questions Ask for staff’s perceptions first Use Open-ended, Neutral, Specific, but not leading questions Seek Balanced feedback of Strengths and areas of Improvement Remember: Staff talk first

10. April 12, 2005 10 Drill Down Questions Ask Open-ended, Neutral, drill down questions Use Superb Questioning skills and avoid the instinct to tell vs. ask Get staff to be Specific and take Ownership Remember: Acknowledge what the staff has said and then it is always necessary to drill down using neutralize open ended questions

11. April 12, 2005 11 Coach’s Perceptions and Feedback Coach shares perceptions after Staff gives his/her perceptions Guidelines for feedback:  Balanced, specific, limited, frank, close to event, private Remember Feedback is necessary and give it.

12. April 12, 2005 12 Obstacle and Solution Discussion Remember: Responsibility to define the obstacle must be your staff’s Identify Obstacles Drill Down Clarification Resolution of Objections Develop Solution

13. April 12, 2005 13 Obstacle Dialogue Ask the Question “What is the obstacle?” Use acknowledgement and Drill Down Make the person responsible for Identifying the obstacle Give your perception in a balanced and direct way Remember: Once you get the staff to identify his/her perception on the obstacle, acknowledge and give yours. CHECK

14. April 12, 2005 14 Solution Discussion Use open-ended questions to get the staff to suggest a solution  Make the person responsible for his/her development  Assess where the person is on the learning curve  Gauge the sense of urgency  Increase buy-in  Change behaviour Provide your input to ensure the solution is effective/acceptable Remember Don’t do all of the work

15. April 12, 2005 15 High Performance Coaching Process Preparation – Select Objective & Time required Introduction – Rapport and purpose Closing – Facilitate action, time frame, & commitment Follow-up Perceptions and Needs Discussion Obstacles and Solution Discussion

16. April 12, 2005 16 High Performance Coaching Framework Set clear expectations Monitor expectations and metrics and process Coach Remember spend 80% coaching since coaching will have the greatest impact on a person’s results

17. April 12, 2005 17 Coaching Introduced Date Coaching Introduced Sales Closing Ratio Tracking Sales Closing Ratio Performance Short Fall

18. April 12, 2005 18 Coaching Introduced Date Coaching Introduced Sales Closing Ratio Tracking Sales Closing Ratio Performance Short Fall Performance Measurement Introduction

19. April 12, 2005 19 Coaching Introduced Date Coaching Introduced Sales Closing Ratio Tracking Sales Closing Ratio Performance Short Fall Performance Measurement Introduction Coaching Introduction

20. April 12, 2005 20 Date Sales Closing Ratio Tracking Sales Closing Ratio Performance Short Fall Performance Measurement Introduction Coaching Introduction Coaching Part Of Culture

21. April 12, 2005 21 Learning, reasoning and problem solving approach ONE GALLON Know your staff preferences

22. April 12, 2005 22 Communications Consistency Words: (7% of message) What staff hear: (38% of message) Tone of voice Vocal clarity Verbal expressiveness What staff see or feel: (55% of message) Facial expression Dress and grooming Posture Eye contact Touches and Gestures

23. April 12, 2005 23 People can be the difference between extinction and survival, profit and loss

24. April 12, 2005 24. Superior Producers Top 16% Poor Producers Bottom 16% Average Producers 68%

25. April 12, 2005 25 Why does this matter? Unskilled / Semi-skilled ‘Average’ produce 19% more than ‘Poor-producers’ ‘Superior’ produce 19% more than ‘Average’ ‘Superior’ produce 38% more than ‘Poor-producers’ Skilled ‘Average’ produce 32% more than ‘Poor-producers’ ‘Superior’ produce 32% more than ‘Average’ ‘Superior’ produce 64% more than ‘Poor-producers’ Management / Professional ‘Average’ produce 48% more than ‘Poor-producers’ ‘Superior’ produce 48% more than ‘Average’ ‘Superior’ produce 96% more than ‘Poor-producers’ Source: “The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings” Psychological Bulletin, Sept 1998, Vol. 124, No. 2, pp 262-274.

26. April 12, 2005 26 Cost of ‘Average’ vs. ‘Superior’ Performers X 0.19 = Average Salary? Your cost per ‘Average’ # in this category X = Unskilled Skilled Total Exposure if all ‘average’ (total i + ii + iii) (i) Management X 0.32 = X = (ii) X 0.48 = X = (iii) = (iv) Your cost if all in this category ‘average’ $20,000$3,80050$190,000 $28,00010$280,000 $790,000 Percentage of salary investment at risk = 29% $40,000$12,80025$320,000 $60,000

27. April 12, 2005 27 Cost of ‘Average’ vs. ‘Superior’ Performers X 0.19 = Average Salary? Your cost per ‘Average’ # in this category X = Unskilled Skilled Total Exposure if all ‘average’ (total i + ii + iii) (i) Management X 0.32 = X = (ii) X 0.48 = X = (iii) = (iv) Your cost if all in this category ‘average’ $20,000$1,90025$47,500 $14,0005$70,000 $194,300 Percentage of salary investment at risk = 16% $40,000$6,40012$76,800 $60,000

28. April 12, 2005 28 Implications These figures are not ‘worst case’: If any or all are below average the loss for that position is doubled – but so is the potential for improvement Unless all your people are ‘superior’ performers you are losing money unnecessarily Regardless how large or small your organization the potential losses are relatively large Every time you move performance in any single job you have a measurable financial impact This is the easiest strategy for making significant improvements to your bottom line

29. April 12, 2005 29 High Performance Coaching Summary Focus  Individual, achieving outstanding results, and realizing full potential Impacts business results Developmental Focus  Short and frequent  Future oriented Coaching Process  6 steps  Key skills – Asking questions & Active listening Framework  Expectations  Monitor  Coach Individual impact  Learning, reasoning, & problem solving  Communications

30. Extraordinary Coaches make Extraordinary People - There are no ordinary people, just ordinary Coaches!

31. April 12, 2005 31 High Performance Coach Characteristics Positive Enthusiastic Trusting Focused Goal-oriented Knowledgeable Observant Respectful Patient Clear Assertive

32. April 12, 2005 32 Different Roles Boss  Talks a lot  Tells  Fixes  Presumes  Seeks Control  Orders  Works on Coach  Listens a lot  Asks  Prevents  Explores  Seeks Commitment  Challenges  Works with