SABRE
LEADERSHIP
ESSENTIALS
Day 2
Presenter name
Presenter Title
Leadership Essentials-Day Two
YOU
Developing
Your Team
Coaching
Feedback
Day 2 Learning Objectives
Able to More Effectively…
• Identify appropriate coaching opportunities
• Identify your areas of strength and development as a coach
• Ask powerful questions and listen to your coachee’s needs
• Conduct powerful coaching conversations using the GAPS
coaching model
• Provide effective feedback using the SBI model
• Improve Sabre’s ability to develop and retain talent
Sabre's Leadership Commitment
Basic knowledge needs as employees describe them:
1
Commitment
Vision, mission,
strategy
5
Measurements,
regular updates
from manager
6
How can
I help?
What is
my job?
Where are
we headed?
4
How’s
my unit
doing?
Job responsibilities
How am
I doing?
2
Feedback,
performance
review, coaching
Does
anyone
care?
3
Marketplace-based
Listening, recognition
Source: Roger D’Aprix
Employee commitment is earned only after basic needs are met
Coaching
Team MBTI Discussion
Going Around The Table:
Discussion Topic: How do our MBTI preferences
impact our coaching style?
TIME: 20 minutes
Identify Coaching
What does coaching mean to
you?
Draw a picture of what
effective coaches do
Coaching…
COACHING is the, interactive
process of equipping people
with the skills, insights,
knowledge & opportunities
they need to DEVELOP
themselves
Four Key Elements
Build on strengths, not
on weaknesses.
Focus on the future,
not on the past.
Ask questions, don’t
give solutions.
Your way,
not my way.
What is Coaching?
Coaching IS …
YES
Coaching Is NOT …
NO
• A two-sided conversation
• Telling people what to do
• Gathering information
• Solving the problem
• Talent Development
• Just giving feedback and advice
• Work related
• Performance management
• For people motivated to
improve or develop
• Therapy
• For people who lack the ability
or will to change
Coaching Self-Assessment
Instructions:
• Working individually, answer the Coaching
Self-Assessment questions
• Summarize your coaching strengths and areas
for improvements
TIME: 15 minutes
What is “Feedback”?
a healthy communication between you and a team
member or leader that focuses the person’s
behaviors and how those behaviors impact others
and business results.
Focuses on what was done
Feedback vs. Coaching
Feedback
Coaching
Focuses on past behavior
Focuses on future behavior
Reactive to a situation
Proactive towards a goal
One-way communication
Two-way communication
Telling or advice oriented
Ask oriented
Focuses on data and information
Focuses on unlocking potential
Describes consequences
Explores options and alternatives
Feedback giver is motivated to
change behavior
Feedback receiver is self-motivated
to take responsibility and find their
own answers
A coaching map
Use a coaching “map” to help identify coaching opportunities and guide a
manager through a productive coaching dialogue
Before
– Identify coaching opportunity
– Prepare for coaching
During
–
–
–
–
–
Establish partnership
Gain agreement on GAPS
Goals and Abilities
Perceptions and Standards
Create a development plan
After
– Implement plan
– Give performance feedback
The Coaching Process Map
Before
• Identify the Coaching
Opportunity
• Prepare for the
Coaching Opportunity
During
• Establish partnership
• Gain agreement on
GAPS
• Create development
plan
After
• Implement
Follow-up on the
Action Plan
• Give performance
feedback
Choosing the Right Opportunities
Why is this a coaching opportunity?
•
What’s at stake?
•
Why do they need your help?
• - What value can you provide?
Potential Coaching Opportunities
• Assist someone who is new to job or role
• Develop an employee to exceed expectations
• Address a performance problem that stems from a
lack of skill or experience
• Motivate an employee who is competent and bored
• Raise an employee’s confidence to achieve tasks
• Retain your high potential employees
• Build new skills in employees because of corporate
change
Coach or coachees can initiate process
Identify Your Coaching
Opportunity Activity
Individually:
• Using the “Coaching Preparation
Worksheet,” identify a real-life
coaching opportunity
With Coaching Partner(s):
• Describe your situation and
validate that this is a coaching
opportunity (not performance
improvement plan)
TIME: 10 Minutes
Prepare for the Coaching
Opportunity
What are the factors a coach should
consider prior to coaching an
employee?
Prepare for the Coaching
Opportunity
Factors to Consider:
• Employee perspective
• Desired benefits from coaching
• Their communication style
• Your communication style
• Behaviors observed
• All available facts & information
• Location & timing for conversation
Note: Coaching is a non-linear process…
Prepare for the Coaching
Opportunity Activity
Using the “Coaching Preparation
Worksheet,” answer the
preparation questions for your
real-life coaching scenario
TIME: 10 Minutes
A coaching map
Before
 Identify coaching opportunity
 Prepare
During
― Establish partnership
― Gain agreement on GAPS
― Goals and Abilities
― Perceptions and Standards
― Create a development plan
After
― Implement plan
― Give performance feedback
Establish a partnership
Review Purpose
– Express optimism and enthusiasm
– Agree on coaching opportunity
Review Process
– Steps in the coaching map
– How we’ll work together
Ask about Benefits
– To them
– To you and organization
Roles/Responsibilities
Next steps
GAPS: the content of coaching
Goals
• What does the individual want to achieve?
• What are his or her short- and long-range goals?
Abilities
• What abilities does he or she demonstrate competence in?
• What abilities does he or she need to develop?
Perceptions
• How do you and others see the individual’s performance?
Standards
• What organizational standards must the individual meet?
From Leader as Coach, Peterson and Hicks
GAPS discussion
Ask
⁻ Goals
⁻ Abilities
Tell
⁻ Perceptions
⁻ Standards
Reflect throughout
Summarize findings
Use communication cycle
to establish a partnership
•You’re feeling...
•You see it as...
•You want...
•What’s important to you
is...
•I’m pleased to work with you because...
•Some of the benefits I see are...
•My role is...
• How do you feel about
our working together?
• What are the benefits do
you see?
• How do you see your
responsibilities?
Reflective listening
•
•
•
•
Take it in
Sort it out
Summarize
Paraphrase it back
Using reflective listening in coaching…
•
Demonstrates you are listening to their perspective
•
Encourages employee to share thoughts and feelings
•
Prevents misunderstandings
•
Allows them to feel understood
Reflective listening stems
•
•
•
•
•
You’re saying...
You see it as...
Your main reaction is...
You’re feeling...
You sound...
Examples from a coaching conversation:
“You see your greatest strength as managing cross-functional teams.”
“You want to get your certification in engineering and pursue an R&D position.”
“You think others see you as a push-over.”
Environmental Listening
You ask questions and they don’t
respond or appear distracted…
“I’m sensing you disappear from
this conversation”
They are
brainstorming with a
lot of energy…
“It seems like you are
really excited about
this!”
They keep sighing…
“I’m noticing you sighed,
so I want to check in”
They are using
negative words…
“It sounds like
you’re beating
yourself up”
Multiple Levels of Listening
Environmental Listening
Awareness Focused
“Hmm, I’m also noticing/sensing…”
Non-Verbal Communication
Critical when
Coaching
Virtually!
Internal Listening
I Focused
“I’ve felt that way before”
External Listening
Them Focused
“So you’re saying…”
Internal Processing, Relating
Paraphrasing, Understanding
Levels of “ASK”
Close-ended questions
First-level:
Who?
What?
When?
• Surface level data
• Structure
• Close-ended questions
Why?
How?
Feeling?
Open-ended questions
Second-level:
Drilling down to detail
• Understanding rationale
(what, how, what
questions)
• Uncover thoughts and
feelings
• Open-ended questions
“ASKing” Powerful Questions
Powerful Coaching Questions…
•
•
•
•
Are almost always open-ended
Help the employee realize something new
Encourage them to solve their own problem
Don’t have an attitude or judgment
Powerful Questions…
Examples
•
What excites you about this opportunity?
•
What is your biggest concern about…?
•
How have you investigated the situation?
•
What steps have you taken to resolve this challenge?
•
How will you plan for….?
•
What do you need from me?
More ?s in Resources
Skill Practice:
Asking & Listening
• Either face your coaching partner or sit in a chair with your back to
your coaching partner. You may even want to close your eyes
• Ask your partner, “What concerns do you have about your real-life
coaching scenario?” Or choose another topic.
• Practice asking powerful questions and use external and
environmental listening skills. Don’t “TELL” in this practice.
• Provide feedback to the skill user. Format – next slide
TIME: 5 Minutes / Person
Feedback: 2 Minutes feedback, Change Roles
TOTAL: 15 Minutes
Activity Feedback Process:
Skill User First:
(Practicing only Listening and Asking Questions)
• What I did well was…
• What I would do differently next time….
Practice Partner:
• What you did well was…
• Suggestions for next time…
Gain agreement on GAPS
Goals
⁻ What is it you most want
to do in your career?
⁻ Which parts of your job
give you most
satisfaction?
Abilities
⁻ What do you consider
your greatest strength?
⁻ What areas of your
responsibilities challenge
you the most?
Gain agreement on GAPS
Perceptions
⁻ Others see...as your main
strengths.
⁻ You were most successful when
you...
Standards
⁻ The most critical part of your job
is...
⁻ Your succeeding in...impacts our
customers by...
Communication Cycle
Avoid!
Focus On
Judgments:
Right, wrong,
good, bad,
but, however,
on the other hand,...
More and Less
Effective
Behaviors
“TELL” in Coaching
Using telling/sharing in coaching…
•
Share expectations and feedback
•
Offer suggestions for improvement
•
Offer motivation, encouragement
•
Propose a specific plan of action
Some examples of “Tell”
“You mentioned that you would like to move into an Operations role at some point”
“The Tech Leader position requires management experience, which is experience you
don’t currently have”
“You might consider a role in another function that could provide you with the
management experience you need”
“You seem interested in the Marketing position. I think you would be a great
candidate”.
Be Aware…
Non-Verbal Behaviors in “TELL”
Encouraging Behaviors
Discouraging Behaviors
• Mirror employees’ non-
• Sit behind a desk
• Stand or sit higher than
verbal communication
• Use eye contact
appropriate to culture
• Use conversational tone
• Ensure your non-verbal's
match your message
the employee
• Stand or sit too close—
violate personal space
• Use overly aggressive or
assertive tone of voice
• Allow distractions
Plan development and set
follow-up discussion
Create developmental plans
• Actions they will take
• Support you will offer
Share incentives/benefits
Set follow-up meeting
• When
• How
• Who
A coaching map
Before
 Identify coaching opportunity
 Prepare
During
― Establish partnership
― Gain agreement on GAPS
― Goals and Abilities
― Perceptions and Standards
― Create a development plan
After
― Implement plan
― Give performance feedback
Importance of Follow-Up
• Ensures actions you agreed to have been
taken
• Provides opportunity for ongoing
motivation and encouragement
• Prevents backsliding to the comfort zone
(demonstrates you’re paying attention)
• Builds trust and rapport with the employee
Methods of Following-Up
Formal:
Scheduled conversations, agenda, review action plans, other?
Informal:
Quick email, grab lunch, unscheduled conversation,
recognition tools, other?
After the conversation,
set a reminder for yourself!
Follow-up is typically the coach’s
responsibility…
Setting development plans
Match to organizational interests
•
•
•
•
Build capability the organization needs
Help organization make a critical change
Enhance competitive edge
Improve customer service
Choose actions that have top personal incentives
• Prepare for another role
• Add efficiency to current job
• Increase personal satisfaction
Consider ROI
• Difficulty
• Cost vs. payback
Development options
Training
• On-the-job
• Formal programs
• Cross training
• Self-study programs
• Informal day-to-day tips
Observing experts
Stretch assignments/special projects
After-action analysis
Community engagement
Books, tapes, articles
Inspiring self learning
Coach people to focus, implement, then reflect (debrief
at-work situations)
• What did I learn today?
• How can I use it tomorrow?
• What can I build upon when I use it?
Broaden the domain of learning situations
• Everyday circumstances have great learnings.
• Internal and external experts are models.
Help people identify learning moments
• Situations that stretch comfort zones.
• Prompt people to be opportunistic.
Development plans are
Remember to define our expectations
A Formal Action Plan
SMART ACTION PLANNING
Specific Measurable Attainable
TO DO:
TO DO:
(Employee)
(Coach)
Results-Oriented
By When:
Time Bound
Comments
I will not take all the
action items, or I will own
the responsibility for the
change.
Ongoing coaching tips
•
•
•
•
Remind of goals and incentives; establish clear expectations
Reinforce when people try something new
Sustain regular communication in trusting way
Find circumstances to showcase skills and abilities
• Provide effective feedback to enhance effective behaviors and
improve performance (even incremental improvement
• Allow people to feel ownership of their situation and the solution
• Walk the talk: demonstrate importance by developing yourself and
using the skills you are coaching
• Identify stretch assignments to further development
Performance Feedback
Table Team Discussions
• What has been your best experience
with receiving feedback? Why?
• What has been your best experience
with delivering feedback? Why?
• What has been your biggest
challenges with receiving feedback?
Delivering feedback?
Common employee statements
“How can an employee receive glowing
remarks on one review and, then later, be told
that they are not meeting, or are performing
below, expectations?”
“I’m really concerned that people are kept and
promoted who perform their job duties
inadequately over and over again”.
“I think managers should be more direct in
dealing with employees who are not
performing as well as others”.
Feedback importance
• An estimated 50% of all performance problems occur because
of lack of feedback
• Sensitively delivered feedback can increase motivation and
success
• Feedback:
–
–
–
–
Supports effective behavior
Guides and puts individuals back on track
Acts as a barometer to show where you stand
Recognizes progress
Inferences vs. behaviors
Behavior
• Is always an action or words
• Can be observed, described or heard
• Can be changed
Inference
• Is something you conclude
• Cannot be observed
• Is your opinion and not
always a fact
• Can be judgmental
Providing Effective Feedback
Feedback isn’t inferences or judgments
• “You’re unprofessional”
• “I think …”
• “Your pitch was boring”
• “It seemed like…”
• “I’ve been told that …” • “You did great in the meeting”
Feedback is observable behavior
• “You raised your voice and said…”
• “I noticed you talked to one slide for 20 minutes…”
• “I saw the Senior Leaders smiling when you spoke”
Barriers to Effective Feedback
UNCLEAR
EXPECTATIONS
EMOTIONS
IGNORING
BEHAVIOR
POOR
RELATIONSHIP
REFUSES TO
ACKNOWLEDGE
DISPUTING
FEEDBACK
Three Forms of Feedback
Self-Feedback
Identifies the employee’s
perspective
“How do you think the meeting
went?”
Reinforcing
Feedback
Developmental
Feedback
Focus on strengths and actions
they should continue
“You were very clear when
making your points”
Focus on actions they should
change/improve
“You may want to provide
more time for Q&A since
people still seemed to have
questions”
Recommended Feedback Process
Coach Asks:
Self-Feedback
What do you think went well?
What might be improved?
REFLECTIVE LISTEN/ASK
Coach Provides:
Reinforcing
Feedback
Praise and positive reinforcement;
DON’T use “But” or “However” before
giving development feedback
REFLECTIVE LISTEN/ASK
Developmental
Feedback
REFLECTIVE LISTEN/ASK
Coach Provides:
Suggestions & areas for continued
improvement; Use reflective listening
and ask employee to reflect to ensure
understanding
Structuring Your Feedback - SBI
Standard: What behavior was set/expected?
“Our team set a goal to …”
Behavior: What behavior was observed?
“ I saw …” “I heard you say …”
“I
read …” “I observed …”
Impact: What impact did the observed
behavior have on the
customer/team/company?
“The impact was that …” “As a result …”
Structuring Feedback –
SBI Example
Standard: What behavior was set/expected?
“The goal is to respond to customer inquiries within 24 hours…
Behavior: What behavior was observed?
“ …You responded within 4 hours…
Impact: What impact did the observed behavior have on the
customer/team/company/you?
“…This allowed us to allocate additional time to sales calls and resulted in
additional business.”
Skill Practice:
Preparing SBI Feedback
Individually:
Think about your real-life coaching scenario
What feedback do you plan to offer in that situation?
Develop an SBI reinforcing or developmental feedback statement in the
“Coaching Preparation Worksheet”
In Pairs:
Share your SBI feedback with your coaching partner(s)
Offer each other recommendations for
improvement
TIME: 15 minutes
Feedback process
Before
• Observe, target, prepare
During
• Preview discussion agenda
• Lead self feedback
• Give feedback and discuss
> Reinforcing and developmental
• Plan and set follow-up
> Confirm expectations and summarize
> Set follow-up and express appreciation
After
• Follow-up
> Reinforcement and coaching
> Action plans
Performance categories
Self management
• Project management
• Prioritizing work
• Operationalizing corporate values
Interpersonal
• Team work
• Communication skills
• Customer relations
Technical or functional
• Technical competence
• Market knowledge
Self feedback
• Preface each question set by telling them why you are asking for self
feedback first
• Ask about strengths
• What went well?
• What did you do that worked?
• What stood out as a strength?
• Ask about improvements
• What would you do differently next time?
• What was the downside?
• What could you do more of...less of...?
• Conclude self feedback
• Summarize reflection
• Bridge to next step
Reinforcing feedback
•
•
•
•
Supports effective behavior
Honors competence
Offers encouragement
Gives credit
All feedback is delivered with:
• A business goal in mind
• Targeted behaviors and examples
• Explaining the impact
Reinforcing feedback example
Business goal
• You have a goal to run effective project meetings.
Targeted behaviors and examples
• The last two meetings I attended, you had pre-meeting
agendas with assigned reporting responsibilities.
Impact
• Project team members came prepared with data and
accurate next steps could be agreed upon.
Developmental feedback
•
•
•
•
•
Guides and puts individuals back on track
Fills in knowledge gaps
Aligns expectations and priorities
Alleviates fear of the unknown
Reinforces and aligns
All feedback is delivered with:
• A business goal in mind
• Targeted behaviors and examples
• Explaining the impact
SARAH model - common
reactions to feedback
• Surprise – A score or comment I didn’t expect?
• Anger – How could someone write/say that?
• Rationalization/Rejection – This can’t be feedback for
me. Their expectations are unrealistic!
• Acceptance – There may be some truth to this.
• Hope/Help – What can I do to change this perception?
Listening for receptivity
• Watch body language for signs
• Pay attention to the words: listen for assent
• Check in with the recipient: are you getting affirmation or
resistance?
• Don’t push ahead if you can’t hear receptiveness
• Send same message, new words
⁻ Focus on the same point, but rephrase message
⁻ Aim at restating only the important
⁻ Explain you want to clarify
⁻ Use different examples
Emergency exit
If discussion becomes unproductive (tempers flare, failure
to agree on need for change, uncertain what to do , etc.),
schedule a follow-up discussion to:
• Let feelings subside
• Allow time for reflection
• Develop ideas to share during next session
Cautions
• Don’t break without setting the expectation that follow-up
discussion will focus on improvement actions
• Don’t ‘pull the cord’ too early – work through discomforts as long
as possible
• Let knowledge of the individual guide the timing for reconnecting
Putting it all together!
Prepare for coaching session
• Organize your thoughts
• Write out a few bullets, using any of the
tools or structures
• Paper is available
TIME: 5 minutes
Effective Coaching Skills Practice:
Option One
Select a real situation/decision you are facing at work that you would
appreciate some coaching on from a coaching partner.
As the Coachee:
Respond to questions, allow the “Coach” to practice their skills
As the Coach:
Walk your partner through the GAPS Coaching Process
Provide advice/feedback as needed
As the Observer:
Using the “Coaching Preparation Worksheet,” capture feedback and lead
debrief of coaching conversation.
Timing: 7 min/role play + 3
min feedback.
Switch roles; Total of 30
Minutes
Effective Feedback Skills Practice:
Option Two
Select a real situation/decision you are facing at work where you need to
provide feedback
As the Employee:
Respond to questions, allow the “Manager/Coach” to practice their skills.
React to the feedback as you think appropriate
As the Coach/Manager:
Walk your partner through the SBI Feedback Model
Provide advice/feedback as needed
As the Observer:
Using the “Coaching Preparation Worksheet,” capture feedback and lead
debrief of coaching conversation.
Timing: 7 min/role play + 3
min feedback.
Switch roles; Total of 30
Minutes
Reminder: Employees describe
basic knowledge needs as:
EMPOWERMENT
KNOWING THEIR RESPONSIBILITIES
How can I help?
What is my job?
VISION, MISSION AND VALUES
PERFORMANCE FEEDBACK
Where are we headed?
How am I doing?
TEAM OBJECTIVES AND RESULTS
POSITIVE REINFORCEMENT
How is my unit doing?
Does anyone care?
Marketplace-based
Source: Roger D’Aprix
Employee commitment is “earned”
. . .only after basic needs are met
Self reflection
Based on coaching practice and “real-life” experience, complete “Plus/Delta” on
how you coach, give feedback, and manage performance
Plus
Things you would keep
doing
Delta
Things you would do differently
DAY 2: Wrap-Up
What did you add to your Leadership Toolkit today?
•
•
•
•
Coaching Process
GAPS
Feedback Process
SBI Feedback Model