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Coaching: Improving Employee Performance

Author/Moderator: Lisa C. Polack, MLHR and Michael S. Bruner, Ph.D.
Publisher: AICPA
Availability: In Stock
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Description

Enhance your employee's advancement by becoming a master at coaching! Learn today's top ways to track employee performance, provide corrective feedback and follow up on performance problems. Build coaching skills for specific employee situations.

Objectives:
  • Develop coaching skills for specific employee situations
  • Understand differences between coaching, counseling and mentoring
  • Enhance interpersonal and communication skills
Prerequisite: Management responsibilities.

Table of Contents

  • Chapter 0 – Overview
    • Course Learning Objectives and Organization
    • Course Introduction
  • Chapter 1 – Coaching Basics
    • Learning Objectives
    • Introduction
    • Initial Perceptions
    • Coaching Defined
    • Roles of Coaches
    • Types of Employees
    • Continuum of Manager and Employee Interactions
    • Characteristics That Inhibit Helping
    • Coaching Benefits Rating Form Exercise by Berry, et Al., 1996
    • Reflections, Resolutions, and Challenges
  • Chapter 2 – Challenges
    • Learning Objectives
    • Introduction
    • Initial Perceptions
    • New Millennium Challenges
    • Bad Attitudes by Harry Chambers
      • Low Self-Esteem
      • Fear
      • Resentment
      • Unresolved Conflict
      • Inability to Accept Change
      • Boredom
    • Motivation by Ron Willingham
    • Motivation by Faust, Lyles, and Phillips
    • Defense Techniques by the Practical Coach
    • Reflections, Resolutions, and Challenges
  • Chapter 3 – Self-Assessments
    • Learning Objectives
    • Introduction
    • Initial Perceptions
    • Assess Yourself
    • Whitmore (2003) Self-Assessment
    • Coaching for Results Assessment Instrument by Donna Berry, Charles Cadwell & Joe Fehrmann (Published by Human Resource Development Press, Inc., 1996)
    • Coaching Skills Inventory (Form A) by Kenneth R. Phillips (Published by Organization Design and Development, Inc. 1991)
    • Coaching University, Founded by Thomas J. Leonard
      • Clean Sweep Program
      • Top 10 Things Most People Tolerate
      • Problem-Free Zone
      • True Values, Integrity, Needs, and Wants
    • Principle-Centered Leadership by Stephen R. Covey, 1990
    • Reflections, Resolutions, and Challenges
  • Chapter 4 – Coaching Models
    • Learning Objectives
    • Introduction
    • Initial Perceptions
    • Coaching for Results by Berry et al. (1996)
    • "Seven-Step Coaching Meeting Model" in Coaching Skills Inventory by Phillips (1992)
    • "Five Step Helping Method" in Helping Others Help Themselves by Loughary and Ripley (1979)
    • "Coaching Procedures and Techniques" in Counseling at the Workplace by Hill (1981)
    • Comparison of Models
    • The Coaching Blueprint by Nigro (2003)
    • Awareness and Responsibility
      • Awareness
      • Responsibility
    • Reflections, Resolutions, and Challenges
  • Chapter 5 – Human Behavior
    • Learning Objectives
    • Introduction
    • Initial Perceptions
    • Control
    • Locus of Control
      • External Locus of Control
      • Internal Locus of Control
    • Perceptions
    • Temperaments or Intelligence
    • Lifestyle Priorities
    • Behavioral Styles
    • Needs
    • Messages Behind Behavior
    • Mistakes and the Learning Process
    • Discipline Versus Punishment
    • Reflections, Resolutions, and Challenges
  • Chapter 6 – Problem-Solving
    • Learning Objectives
    • Introduction
    • Initial Perceptions
    • Observing Employees
    • Trust
      • Trust Builders: (Berry et al., 1996)
    • EIAG Problem-Solving Process
    • Systemic Skills
      • Barriers to Systemic Skills
      • Teaching Systemic Skills
      • Principles for Developing Responsibility
    • Positive and Constructive Feedback
      • Feedback Strategies
    • Five Levels of Feedback
      • Statement #1
      • Statement #2
      • Statement #3
      • Statement #4
      • Statement #5
    • More on Negative Feedback
    • Disciplinary Conversation (Prewitt, 1997)
      • Think Prevention
      • When Problems Occur
    • Positive Feedback Exercises: (Berry et al.)
      • Situation #1
      • Situation #2
      • Situation #3
    • Corrective Feedback: (Berry et al.)
      • Situation #1
      • Situation #2
      • Situation #3
    • Feedback Role Plays: (Berry et al.)
      • Role Play Situation #1: Coach and Joan/John
      • Role Play Situation #2: Coach and Ruth/Richard
      • Role Play Situation #3: Coach and Barbara/Bob
    • Feedback Case Study
      • Background
      • For Discussion
    • Teaching Techniques
      • Role-Taking
      • Meetings
    • Thoughts, Actions, and Feelings
      • Common Distortions in Thinking
    • Perceptions
    • Reflections, Resolutions, and Challenges
  • Chapter 7 – Results
    • Learning Objectives
    • Introduction
    • Initial Perceptions
    • Celebration
    • Reinforcement and Rewards
      • Monitor
    • Evaluation
    • Consequences
    • Reflections, Resolutions, and Challenges
  • Chapter 8 – Skills to Enhance Success
    • Learning Objectives
    • Introduction
    • Initial Perceptions
    • Communication Builders and Barriers
    • Intrapersonal Skills
      • Examples of Self-Assessment Statements
      • Examples of Self-Control Statements
      • Examples of Self-Discipline Statements
      • Barriers to Intrapersonal Skills
      • Approaches that Discourage Self-Assessment, Self-Control, and Self-Discipline
      • Self-Assessment Formulas
    • Interpersonal Skills
      • Variables for Establishing Strong Relationships
      • "Dirty Dozen" in Communicating (Glenn and Nelsen)
      • Listening
      • Attention: Nonverbal Communication
      • Understanding: Paraphrasing
      • Understanding: Reflecting
      • Understanding: Asking Open-ended Questions
      • Understanding: Acknowledging Emotions
    • GROW by Whitmore, 2003
      • Goal
      • Reality
      • Options
      • What, When, Whom, Will Steps
    • Reflections, Resolutions, and Challenges
  • Chapter 9 – Coaching Teams
    • Learning Objectives
    • Introduction
    • Initial Perceptions
    • What Is a Work Team?
    • Some Advantages of a Work Team Approach
    • Assessing Teams
      • Stage 1: Inclusion, Forming, Belonging
      • Stage 2: Assertion, Storming, Self-esteem
      • Stage 3: Cooperation, Performing, Self-actualizing
    • Ways to Coach a Work Team
      • Other Tips for Coaches
    • Reflections, Resolutions, and Challenges
  • Chapter 10 – Ethics Focus: Business and Industry
    • Ethics Overview
    • Interpretation 101-3
    • Key Ethical Dilemmas
    • Addressing Ethical Dilemmas
    • Available Resources
  • Chapter 11 – Latest Developments
  • References

Excerpts

Videocourse Details

NASBA Field of Study: Communications
Level: Basic
Recommended CPE Credit: 8
Important Information on Your CPE Credit
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