The options coursecoaching mentoring and managing _6 pptx

136 few copies like this one. So write a new headline now and get it in to editorial. Jan: You bet! Coach: And, Jan … what are you going to do with it this time? Jan: I’ll make sure the press people know we’re altering the plates, and then I’ll go straight to typesetting. Coach: Great thinking. Go for it! Deductive Thinkers Another way people accept or process facts is through deductive reasoning. When you mentor people whose minds work this way, you must make things logical. These people prefer linear, analytical explanations — point A to point B. You have to go into detail … sometimes almost defending your own thought processes. These people have to understand each step. When you stop and say, “Okay, now you go ahead and do it,” they’ll probably say, “Can you run through that one more time, please?” If you’re a Type A personality, these deductive team members will test your patience threshold! You will be tempted to shout, “I told you twice! Why do I have to tell you again?” But they’re not doing it to upset you. They truly need to understand. Once they do understand a task, they’ll know it. So, lay it out logically, walk them through until they get it. Sensory Thinkers A third way people learn or accept facts is through sensory experience. These are “hands-on” people. They have to see it, hear it, touch it. They have to go through the full experience. Only then will they “own” the process with you. To best mentor sensory- oriented people, give them the time they need to explore. Coaching, Mentoring and Managing 4 Deductive thinkers have to understand each step. Sensory thinkers are “hands-on” people. TEAMFLY Team-Fly ® 4 Encourage them to touch and feel, and they will learn faster. You can show and tell, but they must do. If you are discussing something, let them verbally process it. If you are rewriting a proposal, have them do the rewrite. Example Coach: What do you think? Great report, isn’t it? Mentoree: It sure is. And you were right about not trying to add more explanation up-front. I tried putting in the financial reasons and that only confused the situation. Coach: You did? Well, don’t try spreading them throughout the report because it will really distract the reader. Mentoree : It might not cause that every time. Coach: You tried that too? Mentoree : Yes. Coach: Well, I’m glad I didn’t tell you not to try anything else! Let’s review what you have done. It sounds like a better piece of work. Emotional Thinkers Some minds let in information primarily through emotions. These people need to “feel good” about the work experience … about the job process … about their skills … about the task outcome. If they don’t, their performance will soon show it. You can often motivate emotionally responsive team members by understanding that each human being responds to one of four basic emotional needs. 137 The Mentoring Role: Instruction by Example Emotional thinkers need to feel good about the job. 138 1. The need for control Some team members respond poorly to assignments unless they feel in control of their environment. If they aren’t in control, they grow uncomfortable. The way to assure someone that she is in control is to point out her “win” record. Show these team members how they are doing … how they contribute productively. Those things all verify “control.” Example Diane: I’ve just got writer’s block, I guess. I can’t seem to come up with any sell lines I like. Coach: Well, let’s brainstorm some solutions together. Point-of- purchase signage for stuffed farm animals shouldn’t be too tough to have some fun with. Diane: It’s not that. It’s just that by the time the designers get finished with it, who knows if anyone will read it. Coach: What makes you say that? The last series you did pulled in great sales. The artists designed directly to your words. Diane: That time, maybe. But you never know. Coach: What I do know is that your words start the whole process. Without words those signs are just so much wallpaper. And I know something else. Diane: What? Coach: You and I can’t draw a straight line — so we better get busy and do what we can do. Write! Your words really push the right buttons. Coaching, Mentoring and Managing 4 4 2. The need for attention Some people won’t respond very long to anything if they don’t get positive attention from it. Not that they must constantly be “in the spotlight” — they simply need to know that their contributions are consistently appreciated. They need a clear cause-and-effect relationship between good performance and favorable reviews. 3. The need for love Many people must know that the leader cares about them personally as well as professionally. These people are motivated by knowing that the coach sees “special” attributes in their characters or abilities. They need to feel that the leader is grateful for them and for the type of employee they are. Most people demonstrate this need to some degree. The downside of this need? Delivering criticism is a sensitive challenge to people who need to feel cared for. Use tact, time and tenderness when correcting these team members. 4. The need for justice or “rightness” You will occasionally manage people who won’t do anything unless it’s “correct” — organizationally or culturally. These folks are much like the “deductive thinkers” discussed earlier. “Why aren’t you doing the job?” you might ask one of these people. “I didn’t know if I should, I didn’t know if it was right,” is the response. These people are not going to budge until they feel the task lines up with written and even unwritten policy. Once you assure them that the procedure is organizationally correct (and, if necessary, ethically correct), they will respond eagerly and well. When you deal with someone who is primarily motivated by emotion, find a way to tap into her basic needs. You’ll likely find the results you want. Use charged words when communicating with her. 139 The Mentoring Role: Instruction by Example It is more important to be human than to be important. 140 Intuitive Thinkers The fifth way people assimilate data is by intuition. Intuition is an unconscious process that is neither rational nor emotional. Have you ever worked on something all day that didn’t “click” somehow? You didn’t quite get it. Then you went to bed that evening, ill at ease about the day’s unsettling activity. But the next morning you woke up and … eureka! … you had the answer. That’s an aspect of intuition. While you sleep, your unconscious mind still processes information. Sometimes it wakes you in the middle of the night with the right answer. When you mentor people who operate by intuition, you have to give them time to grasp things. Tell them, “Hey, sleep on it. We’ll look at it tomorrow. No problem.” You may be surprised at the number of “eureka” moments experienced by these people. Scientific Thinkers The last way people process information is scientifically. To mentor these people means to let them test it, try it, experiment with it. They have to explore the information scientifically. Until they do that, your counsel is often just so much theory to them. For example, let’s say you’re teaching them a new computer program. If you say, “Whatever you do, don’t do that because if you do, it will erase everything,” their response is, “How do you know?” You might say, “Well, it happened to me. I did that and everything was gone.” Don’t be surprised if they come back with, “Maybe it’s changed.” Maybe something is different now and it doesn’t work that way. Let these people experiment and try out their own theories. Set up safe situations for them to satisfy their curiosity. Knowing that people think and process information differently, cautions you that you cannot talk to each associate the same way. How will you determine the ways your people respond to information? Observe and ask questions. The following questions can generate responses to help you evaluate which category each team member might fall into. While almost all of us are combinations of the six types, usually one approach dominates our thought patterns. Coaching, Mentoring and Managing 4 Intuitive thinkers experience “eureka” moments. Scientific thinkers must test their own theories. 4 Style Analysis Questions • Does this part of the job make sense to you? • Does any part of the task seem unnecessary? • Would you call this task hard? Easy? Why? • What might you do differently to streamline the task? • Is there anything that might better equip you to do the task? • What part of the task appeals most to you? Least? Why? The answers allow you to interpret how your associates think and how best to respond to them. Many times, your advice and explanations, stories and examples will do the teaching. Match their thinking styles with the way you provide information to ensure the best results. Neurolinguistic programming is another tool to supplement your ability to understand thinking style. We are discussing how people process information and how people take in information for processing through their senses. Some are more visual. They rely on seeing it to understand what you are saying. When you use visual words — “see”, “look”, “picture” — they will get the message. Others rely on their auditory senses and listen for meaning. They require slower speech and words like “hear”, “listen”, and “sounds like” to trigger their understanding. The kinesthetic learner grasps meaning by movement. She feels, senses, gets it, in an active sense. Each of us has preferences for how we take in information. If one parallels how people talk with how they think, a mentor immediately realizes a sense of comfort and understanding with her associate. 141 The Mentoring Role: Instruction by Example 142 The Three Key Phases of Successful Mentoring Do you remember classes in school where you sat for what seemed like hours and repeated facts over and over? How many of those facts do you remember today? For that matter, how many of those facts did you remember two weeks after you were tested on them? Not many? Join the crowd! You don’t remember them because you were told only facts. You weren’t shown how those truths could be applied in your daily life. And you weren’t asked to apply that information yourself. An example of the best kind of learning we experienced as children is the art of tying a shoelace. We were first told that tied shoes made our feet feel better and lessened the chance of tripping over loose laces … then we were carefully shown how to tie those laces … and finally we were supervised as we tied our own shoelaces. Result? Information we have “owned” since preschool — and will always own. True learning works the same way with adults. When you tell an adult how to do something, she will remember 10 percent of what you say. If you show an adult how to do something, she will remember 60 percent. But if you do something with that same adult, she will remember 90 percent or more. Mentoring is about doing and about understanding. It doesn’t matter how much you can do something. Nor is it important that you demonstrate perfectly. You help the associate understand the why so that she can do it and repeat it at will — her will. Based on those facts, the best way to teach adults is by discussing, explaining and involving. Certainly, have them do tasks. Make sure, though, through storying, that they see, feel and hear the big picture. An example is how math is often taught. People pass tests, get 100 percent and A’s by multiplying, dividing, adding and subtracting. Teachers do great jobs teaching the processes of math. But the students who excel, who can transfer knowledge into real-life situations, are the ones who learned the philosophy of math, who had teachers who explained to them the fundamental principles. As a mentor, you aren’t as concerned with the doing today as you are with building the foundation of their future. Coaching, Mentoring and Managing 4 The “10-60-90” Principle 4 The three phases of the mentoring process use the “10-60-90” principle to instruct people so they will learn and grow to their greatest potential in the least amount of time. As a StaffCoach™ in the mentoring role, there are three steps to add to the underlying understanding. First, make your associates successful; second, show them their success; and finally, make sure they understand why they are successful. The three phrases of mentoring follow: 1. PHASE 1 — Observe 2. PHASE 2 — Participate 3. PHASE 3 — Conduct Phase 1 — Observe In the first phase, the person you teach observes you or someone else doing the job. As she watches, you should be answering questions. You need to answer these questions, even if they aren’t asked outright. • Why is this job important? • What are the key components of this job? • What are the cautions? • What timing issues are important? • What’s in this for me? Example Coach: Well, what did you think of that sales meeting, Phyllis? Pretty wild, huh? Phyllis: Yes, but you handled it well. I just hope I can do it half as well when the time comes. Coach: What part of it seemed the most difficult to you? 143 The Mentoring Role: Instruction by Example “That is happiness: to be dissolved into something complete and great.” — Willa Cather 144 Phyllis: Just hearing so many problems or objections that you have to have answers for. I could never plan for all of those. Coach: Sure you could. All of the problems expressed today by the sales team dealt with two basic areas: existing product pricing and dealer service issues. The key to solving those problems is knowing why prices are the way they are and what programs are in place, or coming, to maintain quality service — and how we compare with the competition. Phyllis: Oh, is that all! Coach: It may sound like a lot, but you’ll have all the research you need to know those things very well, and well in advance. Plus, I’m confident that you can do it at least as well … maybe better. Phyllis: I don’t know. Some of those guys were pretty irritated — and they’ve been around a long time. Coach: True. I’ve just learned not to take personally anything said in those meetings, and not to feel as if I have to leave with everyone liking me. Phyllis: They seemed to respect you. Coach: If they do, it’s because I know they need to hear the truth — even when it’s not what they want to hear. I just stick to the truth. Sometimes it’s good news, sometimes it’s not. But my mother always told me, “Never alter the truth to make short-term friends, and you’ll never have long-term enemies.” It’s a good thing to remember in sales meetings. Coaching, Mentoring and Managing 4 4 Phyllis: I’ll remember. Earlier you read about the importance of communicating with your people. As you show them how to do the job, you add significance to the task … you communicate your own mastery of and respect for the task. You make the associate feel that she is doing a job considered meaningful by you and the organization. A common mistake mentors make in this phase is going through the job too quickly. If you rush your demonstration of the job, the learner doesn’t have a chance to absorb what’s going on — to ask the questions she may need to ask. Hurrying also leaves the learner with the impression that neither the job nor the worker is really worth your time. Slow down while you demonstrate the task. Allow the learner to see every aspect of the job and ask questions. And maintain a relaxed, friendly attitude— even if you have to repeat the task two or three times. Think for a moment about the teachers and “inspirers” you identified back in Chapter 1 (page 24). What made them so good? What made it easy, even fun, to learn from them? Chances are your answer will be something like, “I knew I could try and fail and try again without feeling foolish or worthless.” No one enjoys learning with the threat of time or performance minimums hanging over her head. Give your associate time to learn and she will give you many reasons to be glad you did. Being available to talk is a key part of mentoring. Phase 2 — Participate After you’ve demonstrated the job, the next phase is to have the team member do the job with you. This second phase of teaching an adult to do a task involves three points. 1. How can the task be shared? First, determine how the task can be shared. You’ll both be doing part of it. It’s up to you to determine how the process can be shared meaningfully and memorably. 145 The Mentoring Role: Instruction by Example Don’t rush your demonstration of the job. To teach is to learn twice. [...]... to honor and respect them 5 Get and Give Information In this phase, the counselor gathers relevant information from the team member and, in return, responds to the person’s need to receive information Agree on Performance Standards Obviously, to perform at a “standard” level for a specified task, each team member must understand and agree with the organizational definition of “standard.” The counselor’s... mentors in the minds of those they help The Mentoring Role: Instruction by Example In many ways, mentoring is the fulcrum on which the roles of “coach” and “counselor” balance Without the investment of time, sweat, and commitment inherent in the role of mentor, coaching and counseling would be less credible It is far easier to motivate or correct someone who has known you to be a sincere, caring and patient... performance pressures and other forces transform how organizations and their employees get things done, they also force increasing numbers of workers to reassess the role of work in their lives The quest for a better balance between life and work, the search for more meaning in work, and increased attention to the role of relationships within the workplace are just three trends that push the role of mentor... that the challenges of recruitment and retention and increased emphasis on career planning and the mentor becomes invaluable in managing the human assets As a mentor, you are available to your above-average performers You teach, instruct, guide and are there for them Many organizations have formal mentoring programs, where human resources or the department heads assign people to act as champions and. .. directions, and present different points of view 157 Coaching, Mentoring and Managing There are elements to mentoring that are different from coaching, just as there are actions in coaching which are separate from mentoring Respect for the individual, truth, involvement, caring and recognition are shared, though, in each approach within the StaffCoach™ Model Mentoring is a special way the coach honors... are on their side — that you want them to succeed And the wonderful thing about this attitude is that it’s contagious People who have been mentored are more likely to mentor others And so the circle grows The Treasure of Mentoring 156 If you’ve participated in the mentoring process, you know that it never really stops The people who mentored you probably have an honored place in your memory and life... “quality” and “improvement” become very subjective If at first you don’t succeed, you are in the majority When Will Unsupervised Work Be Allowed? When will you lessen your supervision of the person and allow her to be more independent? What is the price of letting the associate work unassisted? Can you afford it? With mentoring, the associate should control the relationship Again, these questions demand the. .. members? 4 6 Explain the “10-60-90” principle ? 7 Name the three phases of mentoring 8 Who is the person on your team most likely to need your mentoring? 159 C HAPTER 5 The Counselor Role: Confrontation and Correction Coaching is all about you as a manager developing your people You inspire and motivate your people who are doing their job and you mentor and guide your excellent people The fact is, however,... and advisors for the stars of the organization Mentoring is no longer a sometimes thing for some people It’s your best bet for growing talent for your organization Mentoring helps people see the big picture It is excellent for career growth You can help the associate understand office politics, how the organization works, what the jobs are, the mission and vision of each department and how it all fits... standard in a way that the team member can understand and explain How can you get valid agreement? Ask questions • Do you fully understand the demands of this job? • Is there any aspect of your job duties that could use some clarification? • Do these activities seem doable to you? • Is there anything you feel you might lack in order to do this task properly? • How would you explain this task and the . the mentoring role, there are three steps to add to the underlying understanding. First, make your associates successful; second, show them their success; and finally, make sure they understand why. usually means the associate appears comfortable with the task activities and the skill level required, and grasps the logic behind the order of activities, etc. Coaching, Mentoring and Managing 4 4 Additionally,. “10 -60 -90” Principle 4 The three phases of the mentoring process use the “10 -60 -90” principle to instruct people so they will learn and grow to their greatest potential in the least amount of time.