August 27, 2009

Letter from the Editor

Do more with less. Keep employees engaged in challenging times. It seems that the economy continues to test our capabilities as managers.

I believe that the only people who have it harder than employees today are managers and supervisors. I recall the first time I had to lay people off. It was truly the hardest thing I’ve ever done as a manager.

Over the last few days, I’ve heard a couple of complaints about how heartless managers were in laying off employees. “Six months ago I got a raise and yesterday I got a pink slip; don’t tell me he didn’t know….” “When I asked my manager what options I might consider, she suggested unemployment. That’s bulls*&$!”

What I heard, of course, was extreme anxiety and frustration on the part of these out-of-work employees. And it’s natural to lash out at the person most closely representing the company. However, I wondered to myself if the managers could have handled things differently.

I’ve been through a number of depressed times and think I’ve learned a few things that help reduce the anxiety that comes during these times and the frustration that comes when layoffs or other cost-cutting occurs. In this issue of Coaching for TD&EE we look at building a relationship of trust and transparency, how to get it right. I hope you enjoy this issue; if you do, please share by forwarding to your colleagues and friends, and invite them to subscribe to future issues at http://www.coachyouremployees.com/resources/newsletter.htm.

Terry

Trust: It’s Everything

There is one thing that is common to every individual, relationship, team, family, organization, nation, economy, and civilization throughout the world — one thing which, if removed, will destroy the most powerful government, the most successful business, the most thriving economy, the most influential leadership, the greatest friendship, the strongest character, the deepest love.

On the other hand, if developed and leveraged, that one thing has the potential to create unparalleled success and prosperity in every dimension of life. Yet, it is the least understood, most neglected, and most underestimated possibility of our time.

That one thing is trust.

–Stephen M. R. Covey, The Speed of Trust

We had the opportunity to work with Stephen M. R. Covey (son of Stephen Covey, author of 7 Habits…) recently on the topic of trust, a subject not typically viewed as an integral piece of a successful organization. (According to Warren Bennis, “The single most important factor, the substrate, which will determine the success (or failure), of any organization in the 21st Century: TRUST.”)

Trust, Covey believes, increases the effectiveness of interactions AND increases the speed with which decisions can be made and action can be taken. In a world where being first often spells success, and in a world that is becoming increasingly suspicious, speed is governed by the level of trust among parties. The more trust, the faster the actions.

To build a high-trust organization, you must walk the talk. It is not enough to say you can be trusted; your behavior must match the verbal message. Mr. Covey outlines the 13 key behaviors of high-trust leaders:

• Behavior #1: Talk straight

• Behavior #2: Demonstrate respect

• Behavior #3: Create transparency

• Behavior #4: Right wrongs

• Behavior #5: Show loyalty

• Behavior #6: Deliver results

• Behavior #7: Get better

• Behavior #8: Confront reality

• Behavior #9: Clarify expectations

• Behavior #10: Practice accountability

• Behavior #11: Listen first

• Behavior #12: Keep commitments

• Behavior #13: Extend trust

These behaviors are crucial in order to build trust. You can’t reap the benefits of trust — increased speed and decreased cost — unless you exhibit these behaviors in your business and personal interactions. Each interaction creates a “moment of trust” that can determine the success — or failure — of any organization.

Not only are these 13 trust-building behaviors the basis for effective leadership, they are the basis for building successful coaching relationships. Employees do not want to be manipulated or exploited; they want to know why you want to help, why you’re interested in their engagement and/or their skill development. (And the reason can be as simple as “I want to keep you here!” or “I need to get the most out of each employee if we’re going to survive.”)

For more information on building trust with your employees, read Covey’s Speed of Trust (available through our Coaching for TD&EE Recommended Reading page at http://www.coachyouremployees.com/resources/books.htm).

Self-Assessment – The Coaching Key (Part 2 of 3)

In the previous issue of Coaching for TD&EE, we discussed the importance of self-assessment in coaching and skill development. I presented the work of Chris Argyris who posited that only those who reflect on their behaviors and the underpinning beliefs that drove those behaviors will be in a position to improve their results. In short, good coaches know that developing the skill to self-assess is perhaps THE most important skill you can develop in a person.

In this issue, we’ll discuss how to develop an employee’s ability to accurately self-assess.

The ability to accurately self-assess requires objectivity/honesty and perception/insight. We’ll discuss objectivity/honesty in this issue and perception/insight in the next.

As mentioned in the previous article, coaching is based on a relationship of trust. Before coaching an employee, it’s critical that you first work to earn the trust of that employee using the techniques Steven M. R. Covey suggests. With trust – and with two coaching techniques – comes objectivity and honesty.

In a trusting relationship, the coach can ask questions like, “What did you do that worked?” and “What would you have done differently?” and get honest answers. Coaching technique #1 – asking open probes – invites the coachee to self-assess. Instead of telling – which typically results in shut-down, effective coaches use open probes to get the employee to talk, to self-assess.

In Entelechy’s Coaching Model, we ask open probes around what went well AND what the employee would do differently. These directive probes are still open in that they invite introspection and candid responses. 

Coaching technique #2 that builds trust and encourages continued objectivity is Support and Build. When an employee responds to an open probe such as, “What would you have done differently?”, an effective coach will SUPPORT the employee’s comment (“I agree with you; that’s a good insight!”) and BUILD on the comment (“Not only would that have addressed the customer’s issue directly, but it might have even turned the conversation around immediately.”) Effective coaches support the accuracy of the self-assessment – and the fact that the employee is exposing him- or herself. And effective coaches take advantage of a teachable moment by expanding on the employee’s self-assessment. Supporting and building encourage the employee to continue self-assessing and identifying ways to improve.

In the next issue, we’ll discuss how to help the coachee increase his or her perception/insight.

Coaching for TD&EE: Three Solution Packages

Entelechy’s new coaching website ( www.coachyouremployees.com ) features our Coaching Solution Packages, three versions of Entelechy’s comprehensive coaching program designed to meet your specific organization’s needs:

Gold Solution (Cultural Change) — designed for the company looking to realize the benefits of implementing a coaching culture throughout the organization.

Silver Solution (Competency Development) — designed for the company looking to develop coaching as a management competency throughout the organization.

Bronze Solution (Skill Enhancement) — designed for the company looking to initiate coaching into the managerial skillset.

We created three versions of the Coaching for Talent Development and Employee Engagement solution because our clients asked for them. Some clients simply want to enhance the skills of their managers and supervisors (the Bronze Solution) whereas other clients wish to make coaching a key cultural element (Gold Solution). Still other clients wanted something in the middle.

You can review case studies of other organizations that have initiated coaching programs to learn of their challenges and how they used coaching – and Entelechy – to address them. 

We’ll continue adding features and tools that will help you, the manager and supervisor (and those who support them) develop and engage your employees.

Now is the time to equip your front-line managers with the tools they need to succeed – and help your organization survive today’s economic challenges. Contact Entelechy at 603-424-1237 or info@unlockit.com for more information on Coaching for Talent Development and Employee Engagement and give your managers the tools they need to pull your organization through today’s tumultuous times.