Download I Performance equals our potential minus our

Coaching for Personal Accountability
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Copyright © 2008 First Steps Training & Development, Inc. All rights reserved.
Copyright © 2008 First Steps Training & Development, Inc. All rights reserved.
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Performance Gaps
What are performance gaps?
They are the behavioral difference between
what is expected against the measurable
safety or productivity standards and what is
actually being demonstrated. These gaps are
visible through frequency of incidence or
declines in production.
To minimize the performance gaps, it is
important to identify the sources that drive
the behaviors.
The source(s) may or may not be visible!
Based on the work of David Rock, Quiet Leadership, HarperCollins, 2006.
Performance
The formula for performance is: p = P – I
Performance equals our potential minus our interferences.
Your people have the potential to excel at any job if
given the proper training and supportive resources.
Their level of performance is affected by what limits
them from reaching that potential.
Based on the work of David Rock, Quiet Leadership, HarperCollins, 2006.
Do you believe that
All other things being equal, most people
would rather do a good job than a bad job?
All other things being equal, most people
would rather do something than do nothing?
Copyright © 2008 First Steps Training & Development, Inc. All rights reserved.
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Performance
The formula for performance is: p = P – I
Performance equals our potential minus our interferences.
Your people have the potential to excel at any job if
given the proper training and supportive resources.
Their level of performance is affected by what limits
them from reaching that potential.
The Interferences can be any variable that affects
our “willingness or drive” to achieve our top level of
performance.
As a leader, we must find the Source of Interference
of that performance gap!
Based on the work of David Rock, Quiet Leadership, HarperCollins, 2006.
Performance System Model
Opportunity to
Perform
Define the
Accomplishment
Road Blocks
Performer
Desired
Accomplishment
FeedBack
Undesired
Accomplishment
Performance
Sustaining
Consequences
(+)
Performance
Defeating
Consequences
(-)
Performance
Sustaining
Consequences
(+)
Performance
Defeating
Consequences
(-)
Supports
Organizational
Goals
Defeats
Organizational
Goals
Supports
Organizational
Goals
Defeats
Organizational
Goals
Copyright © 2008 First Steps Training & Development, Inc. All rights reserved.
6
Sample Workplace Scenario
Customer Service Call Center: Lost or Stolen Credit Cards
• You are the supervisor of a team of 20 and the target volume of
calls for the team to troubleshoot per hour is 200.
• Each person has a target of entering 10 lost or stolen card
records per hour and successfully troubleshooting them to a
solution.
• 14 of the 20 team members maintain a consistent level of
performance by achieving their goals of 10 successful calls per
hour.
• 3 of the 6 manage to complete 9 of 10 calls successfully.
• The remaining 3 fall short by 4 calls each.
• This gives your team 185 out of 200, or a 92.5% target
achievement rating.
The 7.5% is your team performance gap.
Copyright © 2008 First Steps Training & Development, Inc. All rights reserved.
Performance Coaching “How To”
• Praise Progress
• Understand the Situation
• State the Standard
• Ask for a Solution
• Ask for Commitment
Copyright © 2008 First Steps Training & Development, Inc. All rights reserved.
Performance Coaching “How To”
• Praise Progress
• Understand the Situation
• State the Standard Coaching Questions
• Ask for a Solution
Types of Thinking Questions
•
•
•
•
•
•
Thinking – How long have you been thinking…
Vision – What do you want to achieve….………
Planning – What’s your plan for achieving……
Details – Tell me about what you are doing….
Problem – What’s in the way of meeting…….
Drama – Tell me what will go wrong if…………
Based on the work of David Rock, Quiet Leadership, HarperCollins, 2006.
• Ask for Commitment
Copyright © 2008 First Steps Training & Development, Inc. All rights reserved.
Coaching Questions
Types of Thinking Questions to Encourage Thinking
• Thinking – How long have you been thinking…
• Vision – What do you want to achieve…
• Planning – What’s your plan for achieving…
• Details – Tell me about what you are doing…
• Problem – What’s in the way of meeting…
• Drama – Tell me what will go wrong if…
Based on the work of David Rock, Quiet Leadership, HarperCollins, 2006.
Six Steps to Improving Performance in People
1. Learn to Think about Thinking
Become less concerned about changing peoples thinking and focus
more on understanding the way they think.
Guide the person into thinking through their own solutions instead
of telling them what you think.
Keep them focused on solutions so that conversations are
productive.
2. Listen for Potential
We only hear what we are listening for and often miss what people
are trying to say.
By listening without a predetermined conclusion, we increase the
potential to engage their creativity and insight of experience.
Based on the work of David Rock, Quiet Leadership, HarperCollins, 2006.
Six Steps to Improving Performance in People
3. Speak with Intent
Be specific enough so that people understands exactly what you
mean.
Use words that will have the biggest positive impact on people.
Speak so that the other person can relate to what you are saying.
Be caring enough about how you will come across.
Be personal and real; this helps build the level of trust required to
improve performance.
Pay close attention to what the other person says and make
mental note of the key points in order to be more accurate and
detailed in your response.
Based on the work of David Rock, Quiet Leadership, HarperCollins, 2006.
Six Steps to Improving Performance in People
4. Steering Toward Insight
Gaining insight is the identification of some kind of awareness or
a possible solution towards the problem.
Once aware of a possible solution, we then reflect on the validity
of that possibility being real.
In the process of reflecting, the situation becomes illuminated or
clearer as to what direction we must take.
At this point the “aha” moment generate a plan of action or
motivates us to move forward with those new ideas.
The leaders role is to lead the person through this
process and provide feedback on the course of
action to be taken.
Based on the work of David Rock, Quiet Leadership, HarperCollins, 2006.
Six Steps to Improving Performance in People
5. CREATE New Thinking
When we help people become aware of the problem or decline in
performance, they can reflect on the situation. Then, if we ask the right
questions, they are able to gain insight and develop a personal approach to
improving performance.
Current Reality, Explore Alternatives, Tap their energy
• Stay in the here and now!
• Ask lots of questions.
• Listen to your instincts about their energy.
• Be flexible and open-minded.
• Be a resource or sounding board for new insight.
• Offer ideas and make suggestions.
• Set measures to assess effectiveness of changes.
• Keep the energy on track.
• Help steer insight into action.
Based on the work of David Rock, Quiet Leadership, HarperCollins, 2006.
Six Steps to Improving Performance in People
6. Follow Up
If we don’t follow up on the actions that were agreed upon, the
change will not have long-term impact on performance.
Follow up creates new expectations which supports
achievement of higher goals.
The Follow Up FEELING MODEL:
•Facts – simply get the facts
•Emotions – see how the person feels about achievement
•Encourage – acknowledge the efforts and praise progress
•Learn - find out what is being learned by changes
•Implication – see how can they use the insight elsewhere
•New Goal – intify the next goal to work for
Based on the work of David Rock, Quiet Leadership, HarperCollins, 2006.
Coaching for Personal Accountability
For more information, or to schedule a workshop, contact:
Toll Free: (800) 211-0871
www.FirstStepsTraining.com
Copyright © 2008 First Steps Training & Development, Inc. All rights reserved.
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