Coaching for Peak Performance While Leading Change

AIDS FOR IMPLEMENTING CHANGE

100

It is not permissible for a change leader to denigrate the change. You must be it's cheerleader.

MODEL THE CHANGE

200

Change is something everyone helps bring about.

INVOLVE OTHERS IN THE CHANGE

300

Types of Communication Meetings

Information Sharing Meeting

Management Introduction Meeting

Theory of Change Meeting

400

Help them see the benefits of change.

HELP OTHERS BREAK FROM THE PAST

500

The ADKAR management model.

PROSCI CHANGE MANAGEMENT

EMPLOYEE COACHING & SUPPORT

100

Validate and discuss impact of new approaches. Celebrate success!

FOLLOW-UP AND CONFIRM

200

On a regular basis, discuss the facts/findings, both positive and areas of improvement.

SUPPORT DISCUSSION

300

Complete the review or discuss advancement.

CASE/PRODUCT/SERVICE REVIEW OR CAREER PLANNING

400

Provide unique support.

DISCOVER WAYS TO IMPROVE

500

The Keys to Success.

FACE TO FACE (TELEPHONE)

BUILD RELATIONSHIPS AND TRUST

TEACH VS. COACH

100

Coaching Style (Coach and Then Train)

HIGH MOTIVATION - LOW COMPETENCY

200

High Motivation - High Competency

DELEGATION STYLE (COACH AS NEEDED)

300

Directive Style (Coach First and Then Consider other Options.

LOW MOTIVATION - LOW COMPETENCY

400

Low Motivation - High Competency

PARTICIPATIVE STYLE COACH

500

These preferences allow individual leaders to develop their self-awareness.

MEYERS-BRIGGS TYPE INDICATOR (MBTI)

SIGNS OF DIFFICULT TRANSITION

100

"Don't blame me, I did not choose the way this turned out."

GUILT

200

A very brief stimulus but then it reduces motivation and adaptability. 

ANXIETY

300

"I'm not doing it! I will just work slowly and will happen to forget the instructions."

RESENTMENT

400

Any change or transition can be a major contributor, which can lead to illness or accidents.

STRESS

500

A valuable resource for both supervisors and employees.

EMPLOYEE ASSISTANCE PROGRAM (EAP)