Coaching Performance-Driven Teams
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Questions and Answers

What is a key component of providing effective feedback?

  • Just stating what is wrong
  • Only focusing on the positive aspects
  • Including an alternative action and its potential result (correct)
  • Offering general advice without specifics

What is the expected outcome of world-class feedback?

  • It diminishes the person's confidence
  • It clarifies the person's current standing and next steps (correct)
  • It provides vague suggestions
  • It leaves the person feeling judged

How does good feedback differ from bad feedback in terms of impact on confidence?

  • Good feedback only focuses on skills
  • Bad feedback can undermine confidence (correct)
  • Bad feedback boosts self-esteem
  • Good feedback confuses the individual

Which approach is considered part of the coaching cycle?

<p>Investing in developing knowledge and skills (B)</p> Signup and view all the answers

What is a direct effect of world-class feedback?

<p>It clarifies misunderstandings (D)</p> Signup and view all the answers

What characteristic is associated with bad feedback?

<p>It leaves individuals guessing about their progress (D)</p> Signup and view all the answers

What does effective feedback do in terms of skill?

<p>It clarifies what skills need development (D)</p> Signup and view all the answers

Which statement accurately describes the outcome of good feedback?

<p>It results in clarity about performance levels (A)</p> Signup and view all the answers

What is the primary purpose of one-on-one coaching sessions in a company?

<p>To create rapport and support continuous improvement (D)</p> Signup and view all the answers

Which questioning principle is NOT typically used during a one-on-one coaching session?

<p>What did you do incorrectly? (B)</p> Signup and view all the answers

Which method of questioning is primarily used in one-on-one coaching sessions?

<p>Socratic Method (A)</p> Signup and view all the answers

What is a key skill managers should develop for effective one-on-one coaching?

<p>Capability to solicit employee feedback (C)</p> Signup and view all the answers

Which of the following is a common misconception about the role of a manager during coaching sessions?

<p>Managers should try to solve all problems presented by employees. (A), Managers are responsible for all outcomes of the coaching. (C), Managers should guide discussions solely with instructions. (D)</p> Signup and view all the answers

What question might a manager ask to encourage an employee to take ownership of their development?

<p>What do you plan to do about it? (D)</p> Signup and view all the answers

In terms of feedback strategies, what is important for managers to understand during coaching sessions?

<p>Coaching sessions should be a platform for mutual feedback. (A)</p> Signup and view all the answers

How can a manager best support an employee's goals during coaching?

<p>By asking how they can best support the employee. (B)</p> Signup and view all the answers

What is the primary aim of developing performance-driven teams?

<p>To empower individuals and teams to identify and solve their own problems. (A)</p> Signup and view all the answers

Which management style is emphasized in the development of performance-driven teams?

<p>Collaborative leadership approach. (D)</p> Signup and view all the answers

What does the STAR principle assist leaders with?

<p>Structuring the feedback given to employees. (B)</p> Signup and view all the answers

What is a key component of giving high-quality feedback?

<p>Discussing the impact of the employee's actions. (D)</p> Signup and view all the answers

How should leaders approach feedback conversations with employees?

<p>By encouraging introspection and discussion. (D)</p> Signup and view all the answers

What dual role can leaders take in the feedback process?

<p>Coach and be coached. (D)</p> Signup and view all the answers

Which aspect is crucial for effective team meetings within performance-driven teams?

<p>Allowing all team members to contribute to the conversation. (B)</p> Signup and view all the answers

Why is receiving feedback important for employees?

<p>It creates opportunities for learning and growth. (D)</p> Signup and view all the answers

Flashcards

Quality Feedback

Giving feedback that improves performance, confidence, and understanding.

Bad Feedback

Feedback that does not improve skill, undermines confidence, and makes the recipient feel judged.

Good Feedback

Feedback that improves skill, improves confidence, and clarifies next steps.

World-Class Feedback

Exceptional feedback that provides all the characteristics of good feedback, along with additional positive outcomes

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Alternative Action

Providing an action the recipient could have taken and the possible positive result.

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Coaching Cycle

Investment in coaching to develop knowledge and skills.

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Feedback Structure

Feedback should include a situation description, identified action, and expected result, as well as an alternative action and the result of that action.

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Unstructured Presentation

A presentation that lacks organization and headings, making it hard for the audience to follow.

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Coaching Sessions

Managerial interactions with employees to improve workplace dynamics, motivation, and support business performance and continuous improvement.

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Socratic Method

Coaching technique where managers ask questions rather than directly providing instructions, encouraging employee self-discovery.

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Workplace Questioning

Questions managers ask during coaching sessions to understand issues, encourage reflection, and encourage employee problem-solving.

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Problem-solving coaching

Coaching that focuses on understanding and addressing problems or challenges in the employee's role and work.

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Goal Setting Strategies

Techniques applied for goal alignment with team objectives, including identifying key accomplishments and actionable improvements.

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Addressing Accountability

Strategies for ensuring commitment and progress towards shared goals. Involves clear expectations and agreed-upon feedback loops.

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Feedback Loops

Processes for providing and receiving feedback during coaching sessions to align understanding and reinforce expectations.

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Performance Improvement

Focus on identifying areas requiring improvement to optimize individual/team performance and ensure alignment with broader business goals.

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Performance-Driven Teams

Teams focused on continual improvement, where individuals take ownership of issues, make decisions, and find solutions.

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Coaching Management Style

A leadership style that focuses on guiding and supporting team members through questions and feedback, rather than giving direct instructions.

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STAR Principle

A feedback structure that helps provide clear, actionable feedback by outlining the situation, task, action, and result.

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Giving Feedback

The process of sharing information about an individual's performance, focusing on specific actions and their impact, with the goal of helping them improve.

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Receiving Feedback

The ability to listen and learn from feedback, using it for growth and development.

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Impact of Feedback

The effect that feedback has on the recipient's understanding, motivation, and future actions.

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Meaningful Feedback

Feedback that is specific, actionable, and provides clear insights into what needs improvement.

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Employee Performance Toolkit

A resource that provides tools and guidance on employee performance management, including feedback techniques.

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Study Notes

Coaching Performance-Driven Teams

  • Developing performance-driven teams involves a process of understanding the current state, desired future state, and the path to achieve it. The approach is person-centered, where individuals and teams own the issues, make decisions, and find solutions. The goal is to empower bottom-up contribution.
  • This approach encourages and empowers individuals and teams to identify problems, understand root causes, and develop optimal solutions through experimentation. This contrasts with a traditional command-and-control style.
  • Leaders adopt a specific management style involving active listening, asking guiding questions, and avoiding directing solutions.

Giving and Receiving Feedback

  • Providing feedback is a crucial leadership skill. The definition ranges from simply replaying a situation to highlighting the impact of an employee's actions and discussing how they can improve.
  • Receiving feedback is an equally vital skill, enabling learning and growth. Effective leaders can take on the roles of both coach and coachee.
  • High-quality feedback is a valuable asset for employees, fostering growth and building capability. A useful tool for giving helpful feedback is the STAR principle.

Coaching Cycle

  • Coaching is a crucial investment in developing skills. A five-stage cycle to support individuals and teams involves planning, understanding, coaching skills, and feedback
  • Effective coaching requires deliberate planning and time for monitoring and feedback. The coaching cycle involves setting the scene, planning ahead, providing feedback, analyzing, and monitoring.

Walkabout and Sit-Down Sessions

  • Walkabouts and sit-down sessions are ways for management to interact with employees at different levels.
  • Walkabouts involve visits to the workplace and are intended to better understand the "real facts" from the people who work there, the "real people", in the "real place".
  • Walkabouts and sit-down sessions are valuable for positive engagement, motivation, energizing individuals and teams. These sessions aim to link team and individual goals to company goals.

Coaching Procedure

  • The criteria for managers involved in coaching sessions include demonstrating respect, listening to different views, and avoiding blaming.
  • The process should involve actively exploring issues and using visuals. This method prioritizes gaining an understanding of team situations.
  • Managers should prepare for conversations with teams. This may involve understanding key performance indicators (KPI), issues, and challenges for the team.

Questions for Performance-Driven Teams

  • A checklist of questions is provided to focus on daily performance measures, team/individual productivity, and regular meetings. Questions cover areas such as problem identification, solutions, action plans, and acknowledgement of successes. Also included is how to ensure clear communication and commitment.
  • The questions are designed to identify issues and gaps in performance and encourage improvement. They cover aspects like identifying problems, analyzing issues, and establishing solutions.
  • The questions are divided into categories covering team and individual performance, identifying improvements, and establishing effective communication protocols.

Questioning Principles

  • Questions should be non-judgmental, avoiding implying a correct answer.
  • Questions should be simple and concise, focusing on understanding and encouraging reflection.
  • Questions should be open-ended, encouraging dialogue and exploration instead of closed responses (yes/no).

Workplace and General Questions

  • A set of open-ended questions to help assess performance and areas needing improvement. The questions encourage reflection and problem-solving.

Glossary

  • Terms like "client", "Gemba walk", "inter-team agreements", "key performance indicators", "performance-driven teams", "root cause analysis", and "supportive leadership" used throughout the document are defined in the glossary.

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Description

This quiz explores strategies for developing performance-driven teams through a person-centered approach. Focus on empowering individuals and teams to identify problems and create solutions while fostering a feedback-rich environment for continuous improvement.

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