Whenever I watch a business show on television, I am amazed at the number of times the word “expectation” is used to describe the performance of a company’s perceived value and stock price. It seems that investor “expectations” often drive stock prices in the market. When a company exceeds expectations, the stock price skyrockets and when a company does not meet or is below investor expectations, then prices plummet reflecting the dissatisfaction of investors in the performance of a company.
This same drama plays out on a much smaller scale with leaders and their individual team members. Expectations play a big part of an effective relationship. The only problem is that all too frequently expectations in the mind of the leader versus expectations in the mind of the follower are unclear, confusing, and ambiguous. Yet, everyone wants to know what is expected of them. We want to be clear about our obligations and duties. We want to be able to anticipate the outcomes and requirements necessary to be a good performer and add value to an organization.
Expectations bind us together; they are the fabric that forms a relationship. Expectations play a key role in building trust and confidence as we anticipate the probability of someone executing necessary duties. When trust is high, we value and leverage our relationships more. When expectations are not achieved our trust bank account is depleted.
Expectations are a key driver in the motivation and engagement levels of people. When people understand expectations and buy in to them, they work harder to fulfill those expectations just like a company does in the financial market. People want to know what is expected of them so they are then able to make decisions about the intensity and discretionary performance they are willing to give towards a task or job. When coaches create a two-way agreement with their team members about expectations, they set the stage for the extraordinary performance necessary in a highly competitive world
CMOE is an advocate of a simple process that we call “the alignment meeting” as a tool to define and clarify expectations. The alignment meeting or discussion should occur periodically with any team to maintain a clear picture of everyone’s expectations. These alignment meetings only take one or two hours with a typical team. They should occur more often for teams that are in a state of change or are in conflict, and less often for stable and harmonious teams. Every time CMOE associates have facilitated an alignment meeting, the topic of feedback coaching and mentoring always surfaces. People have a thirst to know how they are doing, where they stand, and where they are going. They don’t want to be a non-performing asset in the enterprises portfolio of resources. Most people want to be productive contributors, but in order to do that, they need information, feedback, and guidance from a coach. This dynamic creates a “perfect storm” for the leader. If the leader is able to capitalize on the need people have for feedback on their performance, and solidify an “expectation’s agreement,” the leader will then be in a position where people seek out and expect coaching and feedback. This creates a legitimate reason to coach people on key factors that will drive performance for the team and the individual. Coaching then becomes one of the central expectations of the team’s culture. When a leader needs to courageously engage anyone on the team about an important topic or situation, they have an expectation platform or a “license” to operate from. The leader has an understanding that it is their duty and obligation to share information, direction, and feedback. It becomes the normal thing to do; no one feels singled out or targeted. In turn, when feedback is lacking, people on the team are more likely to ask for it and hold the leader more accountable to perform coaching tasks.
The license to coach makes it easier to give and receive coaching. It becomes a natural process. Everyone buys into it because everyone understands that to run a business, you need to be able to talk to people about their performance. When leaders create a license to coach by bringing sound skills to the process, people will excel and even exceed your wildest expectations.
The helm or steering mechanism of a ship adjusts the angle of the rudder, and in turn, changes the direction of the ship. In the 18th century as technology increased ships began to increase in size. While this growth was advantageous, at the same time the ships became increasingly difficult to control. Thus a ship master needed an invention to foster technical growth but at the same time keep the ship on course. Today’s steering wheel was designed to connect to the tiller of the boat, with a block and tackle. This addition provided a considerable increase in the ship’s mechanical capabilities and resulted in smoother operations with less effort.
I relate this story of the steering wheel because the world economy is going through some stormy waters. Although the changes going on may turn out to be good in the long run, it is still difficult to stay the course in the middle of these “troubled waters”. More than ever we need strong leaders to step up and take the “helm”, provide guidance, and “steer” their teams in the right direction.
A strong leader will effectively partner with each employee and provide direction, guidance, and coaching. He or she can help team member adjust their personal courses and move into “smooth water”.
Providing constant support takes a lot of effort but it will be worth it in the long run. Consider the following points when helping your team stay afloat:
Communicating frequently with each team member
-Will reduce or eliminate fear of the unknown
-Encourages confidence in individual performance
Building understanding within your team
-Instills ownership in the tasks to ensure success
-Keeps each person focused on the goal
Encouraging respect between members
-Promotes synergy
-Supports a relaxed and engaging environment
Maintaining your integrity
-Retains trust in you and the organization high
-Inspires integrity from team members
“It is not enough that we do our best; sometimes we have to do what is required.”
The benefits to building an effective team within the workplace cannot be understated. Yet, after you laid the groundwork for a great team, maintenance is the most important factor.
No one doubts the importance of team building in an organization, but the necessity to maintain the team and continually foster an environment where it can grow is sometimes overlooked. Just like any engine in a car, in order for all the pieces to function perfectly and reliably, the integral parts must be serviced regularly. Effective coaching for your team may mean the difference between significant long-term productivity and a slow decline into obsolesce.
Effective Communication The most significant factor in any team is the ability to communicate skillfully. As a leader it is extremely important for you to be honest in evaluating the team’s communication skill. Every system naturally has a tendency to break down. This isn’t just my opinion; it is the way of all human interaction. Without consistent lubrication and preventive maintenance to keep your people performing at their best, your team will digress into a meaningless machine. The key is to think creatively when renewing team purpose and commitment.
Don’t Reinvent the Wheel
Remember, no matter what kind of problem your team may be facing, chances are someone else that someone has already dealt with a similar issue and has a unique way to approach it. Seek these people out with a passion; they will inspire both you and your team to excel. Standing on the shoulders of others is a critical key to transformation and forward progress of your team. You may be able to apply the previously developed method rather than the spending your valuable time on your own trial and error.
Check in Regularly
Good communication means just that – going the extra step to assure progress. Checking in with your team members means more than making sure their productivity is staying high. A teammate who is at the end of his rope when it comes to workload may seem productive; right up to the moment that he ‘breaks.’ When this happens, the personnel gap may cost you more money than if you had checked in frequently with the team member and discovered the issues before they became problems.
This post was contributed by Alisa Johnson, a guest writer, who writes about the top online business school. She welcomes your feedback at Alisa.Johnson1982 at gmail.com
I’ve been fortunate enough to be exposed to some of the world’s foremost authorities on coaching others for business success. I’ve been able to see firsthand the results effective coaching has in organizations from all over the world. Despite this, when I think back to my first management position at a world-renown advertising agency, I realize that I wasn’t as effective coach and leader as I should have been. At the time, I was young, inexperienced, and most importantly, without any advice from senior leadership on how to be a great leader. My promotion to a manager was based on being technically skilled at the job. I had many shortcomings leading and coaching others for success and I know now my leadership deficiency likely caused some problems with my co-workers and team. If I could go back in time, I would do some things differently.
Just a few weeks ago, I recognized one of those major deficiencies while standing in the checkout line at a home improvement store. The store wasn’t too busy, but I was eager to give my money away and get home to my project list. I watched the three people in line ahead of me with great anticipation. The woman at the front of the line was purchasing various plants and other outdoor home improvement goods. The first problem occurred when the bar codes on the plants didn’t scan correctly. Then, the cash register system started malfunctioning. The checker, who must have been a relatively new employee, quickly became frazzled. Because he didn’t know how to solve the problem on his own, he called for his manager. The manager, looking saintly and important, strolled over to the register and gently nudged the checker out of the way. He pushed a few keys on the register to fix the issue and everything was as good as new. The manager then quietly exited without saying a word. The checker gave a polite thank you and the manager, without turning around, gave a wave of acknowledgment. The checker finished with the first customer and moved to the next man in line. He experienced the same problem with this customer. Sure enough, the register started malfunctioning, and the checker had to call his manager to solve the problem. This time when the manager strolled back, he pushed a few buttons, turned the key on and off, and said “that should solve it.” I watched the manager closely as he went on his merry way. He seemed satisfied with the speed of his performance.
A couple of hours later, I was back at the home improvement store to purchase a few items that I forgot earlier in the day. I happened to return to the same checkout line and checker and so I asked the checker if his boss had shown him how to troubleshoot the register. He laughed and said “I was told to call my manager over if I have a problem, and it is his job to solve problems how he best sees fit.”
The gap of coaching in this organization became clear. When the manager failed to share his basic knowledge of the register and help the checker troubleshoot problems when they arose, he created dependency. The checker was not empowered to learn, nor did he want to solve any problem on his own. It was painful to realize that I used to be that kind of manager. It was clear that it created trouble for me and my entire team. Whenever something went wrong, I would swoop in to save the day. I used my knowledge and problem solving skills to become an expert and increase my reputation as a “go-to” person. However, I missed many coaching opportunities to share my knowledge with my team. After a while, I was just solving problem; not leading the team and coaching its members to excellence.
I have noticed that the best coaches in the workplace do more than just help or fix problems. They constantly provide guidance, look for opportunities to collaborate, and offer timely advice and assistance for developing others. When a coach looks to enhance growth and performance, promotes individual responsibility, and encourages accountability, you see true magic take place. The great thing about coaching is anyone can learn to do it.
One tip I would recommend to managers and leaders is to get to know your people. Take an interest and have a personal stake in their development. Find ways to encourage learning and communicate your desires to your people on a regular basis. For additional tips check our blog on a regular basis or give us a call to speak with us in person.
In a previous a previous post, Developing Leaders for Tought Times – Part 1, I wrote about an article on a study conducted by Development Dimensions International. It was so intriguing to me that I tracked down the entire study and have been looking at it in greater detail. Naturally, I have a particular interest in the topic of leadership as I have built a career on it. I have discovered over the years that not everyone agrees with me about the importance of developing today’s and tomorrow’s leaders. But the evidence in this study is compelling: 37% of leaders fail (42% in Asia and 28% in Western Europe) and if you look further into the sources of a leader’s downfall, Leadership/Interpersonal Skills and Strategic (or Visionary) Skills are at the top of the list of reasons.
From my perspective, this is good news because these are leadership competencies that can be developed through sustained training and development initiatives such as coaching, teamwork, strategic thinking, change management, and fundamental leadership qualities. Despite the economic constraints facing many organizations, my hope is that more businesses begin to recognize that a greater number of leaders can be successful and contribute to a company’s bottom line performance when they have well-developed, and sustained interpersonal and strategic skills.
Leaders and team members need to be perfectly clear when communicating with each other. We cannot assume that the other person will always understand our meaning, and very often we will have to clarify ourselves to be sure that both the message and received message is the same. This lack of common language can be very frustrating when coaching someone on a very sensitive issue.
While my instance didn’t have a dreadful outcome, difference in understanding caused a leader inconveniences, if not major problems. One of the employees at the department store where I previously worked as a manager was a good clerk, but often caused an issue because of the way she dressed. While the elderly gentlemen at the retirement center across the street adored her and would wait in line just to have her talk to them, our women customers (particularly mothers) and the other clerks often complained about her dressing habits. The way she dressed was more conducive to a bar or pub rather than a department store.
It fell to me to discuss the issue with this clerk. Knowing what I know now, my conversation would have been much easier if I had the 8 Step Coaching Model to help me through. In Step 2, Dr. Stowell explains how a coach should Define the Topic and Needs and in Step 3 Establish Impact, always in a supportive way. Unfortunately, when I talked with this clerk, I immediately went to Step 3 – Establishing Impact. “The way you dress is inappropriate, tone it down a bit. Okay?” She showed up the next day in her uniform top still too tight and still too immodest.
When I questioned her why she still dressed the same way, despite our conversation, she looked at me defiantly and said, “I didn’t even wear any makeup!” She then proceeded to complain vehemently how no one else was told to quit wearing makeup. My communication has been totally misinterpreted. “Toning it down” had nothing to do with her makeup in my interpretation, but that was the way she understood it. I should have taken the time to explain that the “topic” was the provocative fit of her clothes, not her cosmetics. Step 2 of the Coaching Model is to create a mutually understood picture of what is happening.
Something I might have said was, “I can see that you are sincere in doing the best job you can. I am concerned of the representation of our organization through the way you wear your clothing.” After she thought about it, we could talk about why her dress style could affect the organization. She needed to understand how the way she dressed impacts the organization and her team members.
Or maybe I could have said, “Our customers shop here because we serve family needs. So our dress code requires clerks present a family friendly appearance. You are very important to that image because you are one of the last and first people our customers see. What do you think you can do to present an image our customers would be more comfortable with?” This would have given both of us an opportunity to clarify exactly how we could reach the most appropriate result.
When you address an issue, do you slow down to make sure the recipient understands or do you assume you are always understood? Coaching requires that both parties are on the same page before proceeding to “Establishing the Impact.”
Earlier this year one of my friends was trying to convince me to compete in a triathlon. I began to think to myself that I need to try something different and to challenge myself. My friend has done several triathlons and is currently training to compete in an Ironman triathlon. With his encouragement, I decided to go ahead and give it a try. Once I told him I was going to do it, he told me that I needed to sign up or I wouldn’t follow through. I put off signing up for about two weeks because of my busy schedule and I was traveling for work. Upon my return, my friend again asked me if I had signed up yet. My response was “No, not yet.” He commented that if I didn’t sign up soon, it wouldn’t happen. So the next day, I finally made the commitment and I signed up for the event.
I was already in good enough physical condition to go out and complete in the bike and run portion without much training. However, the swim portion had me a little nervous. About three weeks before the triathlon, I met with my friend so he could coach me on swimming techniques and advise me on his best practices from his past experience. His guidance helped tremendously. Not only did he give me some pointers, but he also swam with me to show me how it was done. He also took time to practice an open-water swim with me before the competition so I could experience it prior to the event. If you have never done an open-water, long-distance swim, it can be intimidating and overwhelming. This wasn’t about physical conditioning for the race, it was about mental conditioning.
On August 23rd, I competed in my very first triathlon. It was a “Sprint” level of competition which required that I swim ½ mile, bike 12 miles, and run 3 miles. The help I received from my friend and coach was huge for me. When the race results came in, I didn’t finish first in my age group, but I did finish in 9th place with a time of 1 hour and 33 minutes. A pretty good result for a first time participant and considering there were 33 people in my age group that competed.
As I look back on the experience, I was able to carry out the personal conditioning and accomplish my goal. The most valuable part of the preparation was my friend and coach. He provided me with much mental help in preparation, he offered a road bike to use during the race, all while he trained for the “Olympic” level of the same event. He was highly supportive; he helped push me to enter the race and motivated me to do something new in my life. He made this event easy! This is one role a coach can serve. A coach can provide experience, motivation, verbal and tangible support. Most importantly, a coach helps people figure out how to do things, and empowers individuals. A good coach will let go of control and let individuals learn, execute, and do things on their own. Hopefully we all have a coach like this in our lives and at our workplaces. With a little effort and energy, a coach can take a good team member and push them into a higher performing team member. Then it can become contagious. After my triathlon, my wife, with two of my sons, competed in a mini-triathlon only 1 week later. Coaching can really inspire people to do new things and to set goals that will raise personal worth and development and enhance the results of any organization.
“What comes first, coaching or the need to coach?” This is a very interesting question and one that has been asked before in CMOE’s Coaching Skills Workshops. If this question is one you’ve found yourself asking as well, I hope to be able to answer it for you in this second part of the blog. If you have not yet read Part 1 of this discussion, please click here.
According to CMOE’s definition, coaching is not done strictly on a need basis. While coaching is effective for addressing problems and challenges, CMOE feels coaching is more effective and should primarily be used for preventing such problems and challenges. So, rather than view coaching as merely a corrective action, consider it more as a pre-emptive strike. If leaders spend time influencing, developing, and assisting their employees on a regular basis, problems and challenges are less likely to arise. Additionally, if leaders are conducting coaching sessions on a regular basis, a constructive relationship will be established, efficient communication processes developed, and employees will know what to expect from such discussions. Thus, if a problem does arise, the coaching conversation is likely to be easier for the leader to conduct, easier for the employee to participate in, and a more straightforward and positive experience for all.
So which comes first? In most situations, the need for coaching will present itself and require coaching before a leader takes action. In the ideal situation, coaching comes first and is repeated on a regular basis. If you find yourself in a situation where the need for coaching comes first, I would like to challenge you to ask yourself why you waited for the need to arise and what is holding you back from taking a pre-emptive strike by coaching to influence, develop, and assist your direct reports. If you don’t have the answers or tools to change your behavior for the better, I would encourage you to read up on the subject. To ensure you are spending your reading time on something that will yield results, I recommend CMOE’s book, The Coach; the first research based book on the topic of coaching in the business environment. In the meantime, please post comments and keep your eyes peeled for Part 3 of this blog, which will review four types of coaching opportunities and further address the question, “Which Comes First, Coaching or the Need for Coaching?”
The unanswered question of all time is, “Which came first, the chicken or the egg?” While an answer to this question has yet to be determined, I will attempt to answer a similar question posed to me recently by a new manager.
CMOE is currently replicating its research on Coaching Skills, which was originally conducted in 1985. Last month, I was conducting the one-on-one interviews for this research project. During one particular interview with a very new manager, I noticed him ruminating when I asked him about his coaching style, experience, and effectiveness. I asked him to describe a specific example of one of his coaching conversations. He contemplated the question for a while before saying “When I meet with my employees on an individual basis, it is because there is a problem. These conversations tend to be more of a negative experience for both me and the employee I’m coaching. This is mostly because I’ve never clearly understood when to meet with my employees. Should I meet with them when a problem arises? Or do I spend my time conducting proactive meetings to hopefully prevent problems?”
Essentially what this person was asking is, “What comes first, coaching or the need to coach?” This is a very interesting question and one that has been asked before in CMOE’s Coaching Skills Workshop. If this question is one you’ve found yourself asking as well, please take some time to think it over or post your own thoughts and comments for others to view. Also, stay on the lookout for Part 2 of this blog that addresses this question in-depth.
The most significant factor in any team is the ability to communicate skillfully. As a leader it is extremely important for you to be honest in evaluating the team’s communication skill. Every system naturally has a tendency to break down. This isn’t just my opinion; it is the way of all human interaction. Without consistent lubrication and preventive maintenance to keep your people performing at their best, your team will digress into a meaningless machine. The key is to think creatively when renewing team purpose and commitment.
Just a few weeks ago, I recognized one of those major deficiencies while standing in the checkout line at a home improvement store. The store wasn’t too busy, but I was eager to give my money away and get home to my project list. I watched the three people in line ahead of me with great anticipation. The woman at the front of the line was purchasing various plants and other outdoor home improvement goods. The first problem occurred when the bar codes on the plants didn’t scan correctly. Then, the cash register system started malfunctioning. The checker, who must have been a relatively new employee, quickly became frazzled. Because he didn’t know how to solve the problem on his own, he called for his manager. The manager, looking saintly and important, strolled over to the register and gently nudged the checker out of the way. He pushed a few keys on the register to fix the issue and everything was as good as new. The manager then quietly exited without saying a word. The checker gave a polite thank you and the manager, without turning around, gave a wave of acknowledgment. The checker finished with the first customer and moved to the next man in line. He experienced the same problem with this customer. Sure enough, the register started malfunctioning, and the checker had to call his manager to solve the problem. This time when the manager strolled back, he pushed a few buttons, turned the key on and off, and said “that should solve it.” I watched the manager closely as he went on his merry way. He seemed satisfied with the speed of his performance.
When I questioned her why she still dressed the same way, despite our conversation, she looked at me defiantly and said, “I didn’t even wear any makeup!” She then proceeded to complain vehemently how no one else was told to quit wearing makeup. My communication has been totally misinterpreted. “Toning it down” had nothing to do with her makeup in my interpretation, but that was the way she understood it. I should have taken the time to explain that the “topic” was the provocative fit of her clothes, not her cosmetics. Step 2 of the Coaching Model is to create a mutually understood picture of what is happening.
I was already in good enough physical condition to go out and complete in the bike and run portion without much training. However, the swim portion had me a little nervous. About three weeks before the triathlon, I met with my friend so he could coach me on swimming techniques and advise me on his best practices from his past experience. His guidance helped tremendously. Not only did he give me some pointers, but he also swam with me to show me how it was done. He also took time to practice an open-water swim with me before the competition so I could experience it prior to the event. If you have never done an open-water, long-distance swim, it can be intimidating and overwhelming. This wasn’t about physical conditioning for the race, it was about mental conditioning.
“What comes first, 
