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BUILDING A PRACTICE ON PURPOSE SERIES PART #5 - Develop a Championship Team by Creating a Coaching Climate (Part 2)
Turn low-performance players around
Remember, your job as a coach is to enhance your players'
performance. To do so, you'll need to take a very close look at
the situation to find the clues you need to turn the problem
around-and it's not always easy. I use a coaching tool I call
"be-do-have" to bring tricky problems into focus. To put it into
action, just focus on the different elements of a team member's
performance issue by asking yourself the following questions:
-- Being. What's the person's attitude regarding her job? Is she
exhibiting a change in attitude or temperament that's
interfering with her job performance? Are situations outside of
work contributing to the poor performance?
-- Doing. Is she doing the job poorly because she simply doesn't
know how to do the work? Have you shown her the correct way to
do the work then, observed to be sure she can perform the task?
Has the work changed in some way that hasn't been taken into
account?
-- Having. Is she missing a tool, a skill, or the time to do the
job properly?
In some cases, you may uncover something in each of these three
domains that need attention, or the problem may be more
isolated. The key is to identify the root issues so you can
correct the situation effectively.
Learn from losses
Staff members terminate their employment for many reasons,
including job dissatisfaction, a change in personal goals,
moving away from the area, and making a career advancement.
Completing the cycle of an employee's tenure with you in a
powerful way can set the stage for the new replacement as well
as empowering the team members who remain. Here are a few
questions to consider:
* How can you acknowledge the person leaving in a way that she
and everyone else on your staff are left empowered? One
effective way can be a 'reversed roast' where, during an evening
celebration you and your fellow staff members acknowledge and
appreciate the person for their contribution.
* What skills, attitudes, and characteristics did this person
have that you want to find in her replacement? What didn't work
well that you could learn from and improve the next time?
* Is there anything else you need to say to this person that
would make the relationship be whole and complete? Here's a
simple test: Imagine that you ran into this person in six months
in the aisle of your local supermarket. Would you try to avoid
her--an indication that the relationship's incomplete--or would
you feel comfortable walking up to her and saying
hello?
Appreciate individuals' talents
Learning to acknowledge and appreciate your team members with
sincerity is a powerful coaching tool. One approach is to
acknowledge people for what they do. For example, you could say
to your receptionist, "I really love how you keep your work area
and the reception room so neat and clean. Thanks for taking the
time at the end of the day to tidy up in preparation for the
next day." You can acknowledge people for what they have. For
example, "I love your beautiful handwriting, Dottie. It
certainly makes it much easier and pleasurable to read the notes
you leave me."
Perhaps the most powerful and empowering acknowledgement is to
thank people for who they are. "Thank you, Cathy, for your
gentle and generous spirit. Your lightheartedness enriches our
practice."
Stay in the game
Once you've implemented coaching in your practice, don't think
your job is done. Coaching is an ongoing job and your
relationships need periodic tune-ups. So ask yourself:
* Are my staff members and I continuing to create an empowering
climate of coaching?
* Is everyone clear about which shared commitments form the
foundation of our coaching relationships?
* When was the last time I had a private coaching session with
each staff member? (If it's been more than a month, it's time to
schedule a meeting.)
* Are my staff members offering to coach each other? If so, this
is a good sign, especially if the offers are being accepted by
the other person, and even more so if they are then taking the
coaching. These are powerful indicators that you and your team
are creating a climate of coaching.
It was through creating a climate of coaching in my practice
that allowed us to increase its gross income by over 40% in one
year, while I also moved from a state of burnout to really
loving what I was doing. Coaching works!
©2005 Brad Swift of Life On Purpose Institute, Inc. This article
can be reprinted freely online, as long as the entire article
and this resource box are included.
About the author:
Dr. Brad Swift founded Life On Purpose Institute in 1996 with
the vision of creating a World On Purpose by assisting people
like yourself to clarify their life purpose & live true to it.
Determine how on or off purpose your life is with the fun &
insightful Self Test at:
http://lifeonpurpose.com/_forms/self-test.php?source=ezart
Inspire yourself with a fr.ee subscription to Purposeful
Pondering Ezine: http://lifeonpurpose.com/
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