Coaching is
HDI 2015 Conference and Expo
Mary L. Cruse
Director of IT
First American Title Insurance Co.
Agenda
•
•
•
•
•
•
•
•
Definitions
Characteristics of a Great Coach
Critical Competencies
The “Feedback Loop”
When it’s not so smooth 
Let’s practice
Tips for “the meeting”
Let’s practice one more time!
Coaching – defining terms
• Coaching
– Observation
– Building skills/behaviors through both positive and
corrective feedback
– Creating a dialogue with the employee
– Regular communication
– Lots of listening!
Coaching – defining terms
• Counseling
– Focus on corrective action for negative
performance
– Used AFTER coaching has failed to give results
– Thoroughly documented
– Involves formal warnings or reprimands
Coaching – defining terms
• Mentoring
– Based on relationships (formal or informal)
– Used to promote career enhancement or long
term personal/professional development
– Not necessarily related to coaching/counseling
– Requires commitment from both parties
We’re going to focus on Coaching…..
Best Coach EVER!
• What were the characteristics of the best
coach you ever had?
Being a successful coach requires…
– Solid foundation of knowledge in their field
– Ability to bring out the best in others
– Positive attitude and ability to manage one’s
own emotions
– Excellent listening skills
– Excellent communication skills
– Commitment to the team
– Patience
– Investment from the heart
Critical Competencies
1. No losers in the coaching game
–
–
–
–
Benefits to the staff
Benefits to the coaches
Benefits to the organization
Benefits to the customers
2. It’s a learning game
– Who learns in this process?
Critical Competencies
3. It’s a listening game
– Pay attention to what you hear
– Pay attention to what you DON’T hear
4. Commitment is essential
– Have you given up on this person?
– Half-hearted coach is more dangerous than no
coach at all
Critical Competencies
5. Focus on long-term development
– Short term gains
– Short term losses
– Keep your “eyes on the prize” – the long term goal
6. Be uncompromising in commitment to quality
– “Give in” for one person, and you lose credibility
– Be inconsistent and the coaching is unclear
– Consistency creates raving fans with customers
and team members alike.
Critical Competencies
7. Improvement is always possible
- How do they take it to the next level?
- Coaching makes it possible.
- If you feel you have coached all you can, then is it
time to hand someone off to a more skilled
coach?
Critical Competencies
8. Constant communication ensures consistent
performance.
– Make those meetings happen!
– Keep listening & Keep talking
– Regular interaction makes for consistent performance
and performance improvement!
9. Hold yourself responsible and accountable
– Are you doing your best to reach, teach and learn?
– Are you doing your personal best?
– YOU set the example for those you coach
Critical Competencies
10. Be caringly candid
– Be honest –and- be sensitive about your “player”
– Build them up through coaching.
– This will build your respectability and your credibility
11.Remember to include your whole team
– Coaching is about EVERYONE – not just those who
are weaker players.
– Regular coaching with all players is
important.
Feedback Loop
Observe Behavior
Restate
Pre-meeting
Decide how to
address the
behavior
Go Forward
Do it!
Meeting with the employee
Listen! Listen!
Listen!
Open the
Communication
Address the
Behavior together
Feedback Loop
Observe Behavior
Restate
• What are you
observing?
Go Forward
• Skill? Do it!
• Characteristic?
• Behavior?
• Attitude?
• How would you describe it?
• Good?
Listen!
• Bad? Listen!
Listen!
• Indifferent or just ineffective?
• What specific impact is it having?
• Customer Service
Open the
Communication
• Productivity
• Team Work
Decide ho to
address the
behavior
Address the
behavior
Feedback Loop
Observe Behavior
Restate
Go Forward
Do it!
• What is the feedback you’re giving?
• Good behavior
• Acknowledged
• Rewarded
• Bad behavior
Listen!
• Listen!
What
was wrong with it?
Listen!
• How to make it better?
• Indifferent/Ineffective
• How much negative?
Open the
Communication
• Is it worth bringing this up?
Decide how to
address the
behavior
Address the
behavior
Feedback Loop
Observe Behavior
Restate
Go Forward
Do it!
Let’s discuss the observed
behavior
• Open the discussion in a safe place
• Focus on the facts
• They give feedback first
• Be curious and ask questions
• Show empathy
Listen! Listen!
• Gather
data
Listen!
• Be inquisitive
• Be understanding and relatable
• What did they miss? Address the
• What did you miss? Behavior together
• Bring it all together
Decide how to
address the
behavior
Open the
Communication
Feedback Loop
Observe Behavior
Restate
Forward
• Address theGoBehavior
Do it!
• Be specific
• Identify the impact
• Identify future expectations
• What’s the plan?
• What are the steps?
• Who is doing what?
Listen! Listen!
• By when?
Listen!
Address the
Behavior together
Decide how to
address the
behavior
Open the
Communication
Feedback Loop
Observe Behavior
• Listening skills are CRITICAL for a GREAT COACH!
Restate
• What was discussed?
Go Forward
• What ideas did theyDoshare?
it!
• What did you learn? Be sure to acknowledge!
• What WASN’T discussed?
• What did YOU have to mention?
Listen! Listen!
Listen!
Decide how to
address the
behavior
Open the
Communication
Address the
Behavior together
Feedback Loop
Reach an agreed conclusion
• Note what you agree on
• Ask them to state it back
• Document next steps
Observe Behavior
Restate
Do it!
Decide how to
address the
behavior
Listen! Listen!
Listen!
Open the
Communication
Go Forward
Address the
Behavior together
Sometimes it’s not smooth!
• “Whatever”
– I’ll say “yes” just to get out of here!
• The Victim
– I just can’t do that because…
• “You just don’t like me!”
– You always pick on me. Everyone else does this and I’m
the only one who gets called on it!
• Defense mode
– “You’re not the boss of me!”
– “You do this too!”
Coaching – it’s a GOOD Thing!
• Role Play – you’ve been doing it all along!
• Focus on the behavior not the person
• Listen and respond with compassion and
empathy
• Involve the customer – your team member!
Let’s Practice
• Role Play example
• Pair in teams for Role Play
• Role Play review
Tips for the Meeting
• Be Prepared!
• Eye Contact
– How can we do this remotely?
• Show Genuine Interest
• Avoid Distractions
• Who’s doing most of the talking?
Tips for the Meeting
•
•
•
•
•
Ideas or Words?
Interrupting?
Arguing vs. Discussing?
Take Notes
Sharing Notes
One more Role Play?
Everybody needs a little coaching!
Remember to complete your
conference survey form!
Mary L. Cruse
[email protected]
Mary (Curtin) Cruse
Director, IT Customer Services
714-250-8198
Linked In