Anytime Coaching 2nd Edition

Unleashing Employee Performance

Teresa Wedding Kloster (Author) | Wendy Sherwin Swire (Author)

Publication date: 05/01/2015

Anytime Coaching
Transform Your Workplace with Anytime Coaching The Practical Leader series offers a roadmap for individuals striving to achieve leadership effectiveness within the context of today's complex world. Each book explores a different essential element of successful leadership, providing readers with insightful, real-world perspectives, as well as practical tools and techniques, to help them maximize their potential -personally and professionally. Real-life stories, practical tips and techniques, and the Anytime Coaching model equip managers with a set of coaching tools they can use immediately to transform the way they work with employees and colleagues. This second edition describes how recent findings in neuroscience support the effectiveness of Anytime Coaching practices. You will also discover how the practice of mindfulness can enhance your ability to observe yourself and others. Practical tools and exercises to help you be more present, aware, and focused in day-to-day interactions are included. Whether you lead a cross-functional team on a short-term project or formally manage large groups of people on a daily basis, Anytime Coaching will help you improve performance and achieve results.

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Read An Excerpt


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More About This Product

Overview

Transform Your Workplace with Anytime Coaching The Practical Leader series offers a roadmap for individuals striving to achieve leadership effectiveness within the context of today's complex world. Each book explores a different essential element of successful leadership, providing readers with insightful, real-world perspectives, as well as practical tools and techniques, to help them maximize their potential -personally and professionally. Real-life stories, practical tips and techniques, and the Anytime Coaching model equip managers with a set of coaching tools they can use immediately to transform the way they work with employees and colleagues. This second edition describes how recent findings in neuroscience support the effectiveness of Anytime Coaching practices. You will also discover how the practice of mindfulness can enhance your ability to observe yourself and others. Practical tools and exercises to help you be more present, aware, and focused in day-to-day interactions are included. Whether you lead a cross-functional team on a short-term project or formally manage large groups of people on a daily basis, Anytime Coaching will help you improve performance and achieve results.

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Meet the Authors


Visit Author Page - Teresa Wedding Kloster

Teresa Wedding Kloster is an executive coach and consultant in leadership development. Her company, Kloster and Associates, helps organizations develop leaders through executive coaching, designing leadership development strategies and programs, and delivering workshops on leadership, management, and coaching skills, emotional intelligence, critical thinking, and performance management.



Visit Author Page - Wendy Sherwin Swire

Wendy Sherwin Swire is Principal of Swire Solutions, LLC, a consulting firm that improves workplace performance through executive coaching, consulting, training, neuroleadership, and conflict resolution services. A certified executive coach, she works with clients throughout the United States as well as in Asia, Europe, Latin America, and Africa.

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Excerpt

Anytime Coaching: Unleashing Employee Performance

Anytime Coaching
Unleashing Employee Performance

Teresa Wedding Kloster
Wendy Sherwin Swire


Anytime Coaching: Unleashing Employee Performance

CHAPTER 1 It All Begins with You

“We must be the change we wish to see in the world.”

—MAHATMA GANDHI, INDIAN SPIRITUAL AND POLITICAL INDEPENDENCE LEADER



As a well-known saying goes, “No matter where you go, there you are.” Amusing and paradoxical as it may be, the saying is true. After all, it is you who shows up at work every day and you who returns home, watches TV, goes out with friends, takes a class, or reads a book. Learning a bit more about yourself is a good starting point for your journey as an anytime coach. What you learn from this book will add to, revise, or replace beliefs, knowledge, and skills you have now.

In this chapter, we ask you to think deeply about the “self” you bring to the study of Anytime Coaching. You will complete several informal self-assessments that focus on your beliefs about work and managing others, as well as your skills, knowledge, and preferences. Then we encourage you to reflect on what you have discovered. You might even want to retake the assessments once you have read the entire book and have implemented some of the practices. 1

Undoubtedly, you already use some of the skills of Anytime Coaching. As we have shown in the Anytime Coaching model, the core practices of observing, inquiring, listening, and responding are linked to one another. When anytime coaches employ all four practices, the result is day-to-day performance improvement. Surrounding and supporting these four are the additional practices of self-awareness and self-development.

Who Is the Self I Bring to Anytime Coaching?

Each reader will answer this question differently—but do take some time to answer it. The self-assessments that follow will help you determine your current skills and beliefs, which will influence how you adopt and apply Anytime Coaching skills. The immediate goal is to boost your understanding of your skill as an employee, a manager, or a leader. There will be no “score” for the assessments—just increased awareness of what self you bring to Anytime Coaching.

To begin, the exercises that follow ask that you think deeply about your work, your beliefs about work itself, your workplace, your employees, and your role as a manager. You will base your new learning about Anytime Coaching on these core beliefs.

Thinking about Work

What are your thoughts about paid work in general? Do you think of work as providing opportunities for creativity, or does it seem merely routine? Do you think mostly of the problems immediately before you, or are you able to envision the future?

Our first jobs, our parents’ work experiences, anecdotes from others about their own jobs, and our personal preferences all contribute to our beliefs about what work is and why we do it. People who see work as part of a larger pattern in their lives—as a means for making a contribution, getting recognition for a job well done, or developing personal strengths—will find that Anytime Coaching skills are relevant to both the practical side of work (completing tasks and being paid) and its more personal aspects (such as professional growth and fulfillment). If we tend to think of work as simply a burden to be endured so that we can pay the bills, we may view Anytime Coaching skills as a way to transform our work.

EXERCISE
How You View Your Work

Of the words and phrases below, circle seven to ten that come to mind when you think about the work you do. If you do not see seven to ten words or phrases that describe your thoughts, write your choice of words in the space provided.

My View of Work

valuable fun drudgery follow orders exciting routine interesting depressing challenging just a necessity tolerable stimulating educational fulfilling frustrating path to promotion beneficial amusing complicated stressful teamwork just a paycheck great people confusing inspiring chaos collegial visionary creative frustrating lively dull energizing right balance overwhelming tedious opportunity to grow pressure invigorating taxing tense boring happy lots of overtime difficult worthwhile easy my life’s purpose too much to do stagnant satisfying problems fascinating time well spent engaging intimidating camaraderie just a small part of my life rewarding tiring

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Thinking about Your Role as a Manager

Anyone who has held a job has also had a boss. Whether your early working experiences were positive or not will influence your own behavior when it is your turn to lead others. The management training you have had has likely influenced your understanding of your role, too. And of course, your relationship with your own manager will have a direct effect on how you interact with your employees.

To manage others most effectively, you must be confident in your own beliefs but also open to new behaviors and attitudes. Whether you are a “command and control” manager or friendly and affable, learning new skills will test what you already believe. Most people who manage the work of others find that they must create a balance between motivating employees to do what is required and to proactively and continuously seek and develop creative solutions that fit ever-changing circumstances.

EXERCISE
How You View Your Role as a Manager

Think about your specific duties as a manager of others. In the list below, circle seven to ten words or phrases that most readily come to mind when you think about your management responsibilities. If you do not see seven to ten words or phrases that describe your thoughts, write your choice of words in the space provided.

The words and phrases below are the same as those in the previous exercise, but this time make your selections based specifically on what it is like to be a manager.

My View of Being a Manager

valuable fun drudgery follow orders exciting routine interesting depressing challenging just a necessity tolerable stimulating educational fulfilling frustrating path to promotion beneficial amusing complicated stressful teamwork just a paycheck great people confusing inspiring chaos collegial visionary creative frustrating lively dull energizing right balance overwhelming tedious opportunity to grow pressure invigorating taxing tense boring happy lots of overtime difficult worthwhile easy my life’s purpose too much to do stagnant satisfying problems fascinating time well spent engaging intimidating camaraderie just a small part of my life rewarding tiring

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What do you notice about the similarity or dissimilarity of the words you circled to describe your attitude toward work in general and those you circled above? How would you explain the similarity or difference?

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Thinking about Your Skills, Knowledge, and Preferences

An accurate assessment of your skill level, knowledge base, and preferences in social and work styles will help you as you learn the skills of Anytime Coaching. Even if some coaching skills are new to you, you are likely to succeed if you are committed to learning them. And if you are able to acknowledge freely that you do not have all the answers at work (even though you might be the boss), learning Any-time Coaching skills will help you get the best from everyone else’s knowledge and expertise.

When it comes to personal preferences in work and social styles, knowing what your tendencies are can be helpful. For example, if you strive for speed at all costs, you may learn a lot just by slowing down a bit to have thorough coaching conversations. If you are naturally gregarious and outgoing, you may decide to be less talkative to build your listening skills.

EXERCISE
How You View Your Skills, Knowledge, and Preferences

Skills and Knowledge. Assess your proficiency in each of the following skills. Check the most appropriate box beside each statement.

Preferences. How well does each listed behavior or attitude describe you at work? Check the most appropriate box beside each statement.

Thinking about Your Organization

Assessing your organization’s approach to getting work done is an important step as you begin to try out new coaching behaviors. As a worker, you exist within a network of other workers. Some are your peers, some are “above” you in the hierarchy, and some may be “below” you. Organizations in which hierarchically driven behavior is pervasive and ingrained may be less hospitable to some coaching behaviors. On the other hand, workplaces in which people at all levels freely mingle, sharing ideas up and down the chain, may be more open to Anytime Coaching. Practicing what you learn is essential, so it is helpful to be aware of the culture of your work environment.

How you see your own work and your role as a worker; your skills, knowledge, and preferences; and your organizational culture will influence every coaching conversation you have. These elements are the foundation on which every coaching conversation rests. As your understanding of each deepens, you can begin to build the skills that will make you a successful anytime coach in your particular environment.

EXERCISE
How You View Your Organization

Think about how people work and interact in your organization. To what degree do you believe each statement below describes your workplace?

EXERCISE
Reflection

Reflect on the insights you have gained from the exercises in this chapter. You have examined how you view work; your role as a manager; your skills, knowledge, and preferences; and your organization. Take the time now to capture what you noticed about yourself and these four areas. To summarize your discoveries, complete each sentence below:

When I think of work, I generally think that…

__________________________________________________________________________________________

__________________________________________________________________________________________

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When I think about managing people, I believe…

__________________________________________________________________________________________

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When I think about my own skills, knowledge, and preferences:

I know I am good at…

_____________________________________________

_____________________________________________

I know I need to improve…

_____________________________________________

_____________________________________________

I know my preferences help me…

_____________________________________________

_____________________________________________

I know my preferences may hinder me in…

_____________________________________________

_____________________________________________

When I think about the organization where I work, I believe that…

__________________________________________________________________________________________

__________________________________________________________________________________________

__________________________________________________________________________________________

The Practices of Anytime Coaching

In the pages ahead, we will talk about the key practices of Anytime Coaching. The word “practices” is significant here. A practice is something you do regularly, with the goal of continual, broad improvement. For example, a pianist practices scales and finger exercises to build greater facility in playing entire sonatas and concertos. A basketball player practices dribbling and hook shots to develop particular skills essential to playing the game well. You, too, must practice individual skills to be successful in the game of Anytime Coaching.

So what do you practice? The key practices are observing, inquiring, listening, and responding. What happens when you employ all these skills effectively? Day-to-day performance improvement.

Let’s begin with the practice of observing.

NOTES

1. Many widely used self-assessment instruments provide more in-depth interpretation of your results. These include the Myers-Briggs Type Indicator®, the FIRO-B®, and the DISC® assessments. For the Myers-Briggs Type Indicator® and the FIRO-B®, visit www.cpp.com. For the DISC® assessment, visit www.inscapepublishing.com.

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