Coaching with a Purpose

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TTI Performance Systems, Ltd. 12Key Point 2:The Pre-CoachingAssessmentWith the job benchmark established,the employee can now be evaluatedto get a detailed picture of how theirattributes match the job’s profile ofsuccess. A comprehensive assessmentshows the employee’s workplace behavior,what motivates them to action and theirlevel of mastery of 23 universally recognized,job-related personal skills listed in Figure 9.Since these factors are also the basis for thejob benchmark, comparing the employee’sassessment to the benchmark produces a gapreport which will serve as the basis for thecoaching process.The gap report shows at a glance whichskills the employee has already masteredand reveals which qualities are still neededfor success. “Identifying these gaps is thetop strategy identified by Best-in-Classorganizations for workforce planning, andcompetencies can play a large role in helpingto define, assess, and then plan to bridge anygaps between what types of employees will beneeded to drive the business forward in thefuture and the talent available today.” 13Producing growth in this gap area is whatbrings the employee’s performance in linewith the benchmark and with the company’soverall strategic plan. This is what makes itpossible to target the specific growth areasthat can reliably move the person towardperformance goals and to measure successfulprogress. For many participants, growth isjump-started by the immediate increase inself-awareness that the assessment debriefprovides. Because the goals of the coachingrelationship are generated from quantifieddata, the coach is empowered to deliverspecific, constructive feedback that ties backto the job benchmark and keeps the processon track.Figure 9 - Job-Related PersonalSkills for Superior Performance• Analytical Problem Solving• Conflict Management• Continuous Learning• Creativity/Innovation• Customer Service• Decision Making• Diplomacy• Empathy• Employee Development/Coaching• Flexibility• Futuristic Thinking• Goal Orientation• Leadership• Management• Negotiation• Personal Effectiveness• Persuasion• Planning/Organizing• Presenting• Self-Management (time and priorities)• Teamwork• Written CommunicationTTI Performance Systems, Ltd.©2010 Target Training International, Ltd. 102110 Coaching with a Purpose: Is Your Coaching Job Related? | 12
TTI Performance Systems, Ltd. 13Figure 10 - MotivatorsUtilitarian: A drive for a practical returnon time or money spent to accumulatewealth and what is useful.Theoretical: A drive for knowledge,discovery and continuous learning.Individualistic: A drive for personalpower, influence and control oversurroundings.Aesthetic: A drive for beauty, form andharmony in objects, nature or experiences.Traditional: A drive for an orderly, wellestablished,unified structure for living.Social: A selfless drive to help others.Key Point 3:The CoachingAction PlanClearly communicating the purposeand goals of the coaching process isimportant to achieving a successfuloutcome. It’s essential that there is a sharedunderstanding in place for the coachee, thedirect manager and the coach so everyoneagrees on their expectation for progressand on what will signal a successfulcoaching initiative.Coaching Action PlanMeeting ScheduleTTI Performance Systems, Ltd.Figure 11 - BehavioralCharacteristics• Organized workplace• Analysis of Data• Competitiveness• Urgency• Customer Oriented• Versatility• Frequent Change• Frequent Interaction With OthersCoaching FeedbackSkill Acquisition GoalsGuided Learning GoalsDurationBusiness GoalsTTI Performance Systems, Ltd.©2010 Target Training International, Ltd. 102110 Coaching with a Purpose: Is Your Coaching Job Related? | 13
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