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Questions and Answers
What is a key component of providing effective feedback?
What is a key component of providing effective feedback?
What is the expected outcome of world-class feedback?
What is the expected outcome of world-class feedback?
How does good feedback differ from bad feedback in terms of impact on confidence?
How does good feedback differ from bad feedback in terms of impact on confidence?
Which approach is considered part of the coaching cycle?
Which approach is considered part of the coaching cycle?
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What is a direct effect of world-class feedback?
What is a direct effect of world-class feedback?
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What characteristic is associated with bad feedback?
What characteristic is associated with bad feedback?
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What does effective feedback do in terms of skill?
What does effective feedback do in terms of skill?
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Which statement accurately describes the outcome of good feedback?
Which statement accurately describes the outcome of good feedback?
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What is the primary purpose of one-on-one coaching sessions in a company?
What is the primary purpose of one-on-one coaching sessions in a company?
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Which questioning principle is NOT typically used during a one-on-one coaching session?
Which questioning principle is NOT typically used during a one-on-one coaching session?
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Which method of questioning is primarily used in one-on-one coaching sessions?
Which method of questioning is primarily used in one-on-one coaching sessions?
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What is a key skill managers should develop for effective one-on-one coaching?
What is a key skill managers should develop for effective one-on-one coaching?
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Which of the following is a common misconception about the role of a manager during coaching sessions?
Which of the following is a common misconception about the role of a manager during coaching sessions?
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What question might a manager ask to encourage an employee to take ownership of their development?
What question might a manager ask to encourage an employee to take ownership of their development?
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In terms of feedback strategies, what is important for managers to understand during coaching sessions?
In terms of feedback strategies, what is important for managers to understand during coaching sessions?
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How can a manager best support an employee's goals during coaching?
How can a manager best support an employee's goals during coaching?
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What is the primary aim of developing performance-driven teams?
What is the primary aim of developing performance-driven teams?
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Which management style is emphasized in the development of performance-driven teams?
Which management style is emphasized in the development of performance-driven teams?
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What does the STAR principle assist leaders with?
What does the STAR principle assist leaders with?
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What is a key component of giving high-quality feedback?
What is a key component of giving high-quality feedback?
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How should leaders approach feedback conversations with employees?
How should leaders approach feedback conversations with employees?
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What dual role can leaders take in the feedback process?
What dual role can leaders take in the feedback process?
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Which aspect is crucial for effective team meetings within performance-driven teams?
Which aspect is crucial for effective team meetings within performance-driven teams?
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Why is receiving feedback important for employees?
Why is receiving feedback important for employees?
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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.
