Coaching Recipes That Actually Work: Master Class Volume One

Welcome to Coaching Conversations

We have created a NEW and Innovative line of books called Workplace Coaching Books. These books use QR codes with embedded audio and video lessons speaking directly to the reader. Each book comes with assessments and journal based coaching pages where they document what they've learned and what they've applied. In addition each book comes with the self analysis link that prompts them to share what they've learned and what they've put into action leading to greater learner application a

Coaching Talks is a dynamic leadership development speaking series customized to your needs. Need help spreading the value and application of workplace coaching? Let us help:

We provide many styles of speaking services:

• We provide virtual keynotes
• We specialize in 4 part virtual series (we always customize)
• We have a unique feature called "Speaker Tracks" where we send to all audience members reinforcement lessons after the talk (to the pc or cell phone), thus keeping people on track after the talk

Get More Info Here:  https://form.jotform.com/241193119118149

Transcript

Welcome And The Coaching Model

SPEAKER_00 0:36

Welcome to the first master class of the coaching school. Now, the coaching school is really a takeoff on a cooking school. So I want to break down the basic components so you can understand the context of how we go about putting together our coaching recipes. There are three main components. The first component are the ingredients. And the ingredients are broken into two areas: the types of coaching, such as one-on-one, group, peer-to-peer, self-coaching, and then the techniques, questions, activities, learning projects, using career motivators, something that we teach called supplemental coaching, which also could be a type of coaching. And then the second thing is the recipe. How do we bring these things together for a really good coaching recipe? The third area is the secret sauce. Now, what I'm going to do today is I'm going to give you a number of case studies of what's worked. And I'm going to narrate the types of coaching and the techniques being used and how I formulated a recipe. Now, as we all know, we can go to 10 Italian restaurants, order lasagna from all 10 restaurants, and it can have 10 different tastes to them, even though it's the same meal. So coaching isn't just one size that fits all. You have to navigate those waters. Now, number one, I want to share with you a longtime story and how this transformed, helped transform, because this company certainly was transforming itself long before I showed up. And that is the following is I had an individual years and years and years ago, over 20 years ago. And there's a reason I tell this story. And he had a negative attitude. He was at 71% of goal. He was in sales. And needless to say, he did not have the best attitude in the world. And I remember we were in the

Case Study One Turns Performance Around

SPEAKER_00 2:34

midst of working together. And the manager in an executive team meeting wanted to fire him. This is 20 plus years ago. And I really want you to hear this because a lot of tips and techniques and types of coaching were used. And I was in the board meeting and I got to know this young guy. And I said to the manager in front of the board, I said, Well, why are you firing him? He goes, Well, he's not meeting goal. He's at 71%. Mind you, he's nine months out of college. I'm like, okay. Well, why is he not hitting goal? Well, I just don't think he's wired for sales. That is the direct comment made over 20 years ago. Now, I don't know about you, but I've never seen the wiring of someone who's into sales or not into sales, or good at sales or not good at sales. And I said, Well, what does good wiring look like? The president turns to me, Phil, and says, Tim, what's your problem? And I said, Well, we're about to fire a guy nine months out of college because he's not hitting goal. Is anybody surprised by that? I'm not hearing us looking at this opportunistically. I think we're looking at just numbers, but according to you guys, you want to build a coaching culture. He goes, Well, what do you recommend? I said, I'll coach him. Now, at that moment, the sales manager at the time is not thinking about my Christmas present. He is not happy with me. So, what I did is I sat down and had a very direct conversation with the sales rep. And I asked him a couple questions. And I want you to hear this because coaching is about listening, it's about really uncovering things that can position you to help people. And I said, Look, you're not hitting your numbers. Help me understand why. First comment: my manager sucks. And I smiled at him, I said, okay, outside your manager, he goes, This company has no idea how to market itself. 20 plus years ago. He's 22 at the time. Of course he's got all the answers, right? And I said, You know, Chris, I'm gonna do something. I'm gonna go get a soda, and then I'm gonna give you some time to think about a really honest answer. And if you do not answer correctly, I'm probably not gonna be able to save your job because I've already saved it once today. So if you want to be candid about other people, let's start with yourself. So I leave. Now, what I just demonstrated was reflective coaching. Defensive people who resist time does a wonderful thing in partnering with you. They know deep down, they know they're not telling the truth to themselves. So I come in and 15 minutes goes by, I bring them a soda and I look at him, I said, What'd you come up with? And his voice cracks. He goes, I've got a pretty bad attitude. I said, Yeah. I said, Where does that come from? He goes, Why are you so excited about my bad attitude? I said, I'm not excited about your attitude. I'm excited you're being honest. Self-awareness is hard. I battle it, you battle it, we all battle it. He said, What are you willing to do? He said, Anything. I said, Awesome. Here's your learning project. Now, at Progress Coaching, we teach something called a learning project. This is a technique. Now I'm going to meet with this guy every week, which is the type of coaching is one-on-one coaching, but stay tuned, there's much more. And I finally said to him, every week I want you to do something. I want you to perform a random act of kindness for somebody in your SBU unit or your area where you work. He said, Why? I said, Oh, you said you're willing to do whatever I asked. Don't ask why. Let's just do it. Now, what was my strategy? First of all, it has nothing to do with sales, right? I didn't talk about objection handling or things specific to his job, but I did notice something about him. He was a recluse. He was distant from teammates. He ate lunch by himself in the company lunchroom. So then I recruited two guys, two of my favorite guys in the world, Eric and Matt. I said, hey guys, I'm going to be working with Chris. When you walk by and you hear him making a good phone call, would you just kind of tap him on the shoulder and say, Man, you sound great. Keep it up. And if you'd be cool, every maybe once a month, just grab him for lunch. We need to get him inclusive with the group so he can learn, so people invest in him. And over about a month, month and a half, two months, I'd say, the manager calls me and goes, What the heck are you doing? He is angry. Now, this is where I made a mistake. I did not involve the manager as much as I should

Peer Support Sparks Real Change

SPEAKER_00 6:59

have. That was a major mistake I made. He said, He's sitting here serving pizza on Friday to the rest of the unit. And I said, Okay, now what's clicking in my mind is cool, he's doing his learning project. And I said, Jeff, what are you seeing when you look out the window when he's doing? He goes, Well, they're all sitting there laughing and having fun. I said, When was the last time you saw Chris have fun with his teammates? He said, Wow, never. And I said, Jeff, I owe you an apology. I did not bring you along for this on this ride successfully. That's on me. And that stops today. I will include you. Again, there's more to come. I said, I got Eric and Matt who are gonna give him some peer-based coaching. They're grabbing them for lunch, they're starting to role play and practice with them. Never told them to do it. It's just a natural evolution of investing in them. And after about a year, and I hope you really hear this as our first case study. He went from 71% to 119%. So at the end of the year, people were amazed or they couldn't believe it. Look at his numbers. Guess what everybody wanted? Everybody wanted coaching because they could see the benefits of it. Now, this guy put in the work, mind you. So we get to the boardroom and we're gonna give updates on our coaching. And this is really critical, especially as an outsider. I transferred the responsibility to the leader. The leader, Jeff, the manager, called me and said, I don't want you to coach Chris anymore. I think that should be a responsibility at my doorstep, not yours. I said, Yep, packed up, walked out, got in my car, my phone rings. He goes, Are you mad? I go, man, I'm so freaking proud of you. Absolutely, it should come from me. This is awesome. He goes, Oh, I thought you were mad. I go, No, you're right. We got so at the board meeting, I praised this guy. And I said, Jeff's done a masterful job with partnering with me. So the techniques were the learning project, asking questions, the activities that he had to do, or the learning projects between coaching sessions was just simply a random act of kindness. He had to do it every week for one year straight. People started to like him. He's actually a great guy. Let me tell you, 20 years later, still battles his attitude every once in a while. We're not curing people. So then the manager became a great coach, a phenomenal coach. Jeff became a phenomenal coach, and he had the great personality for coaching. The organization, everybody in the sales organization said, What? I want more coaching. Look what that guy got the benefits of. Guess what everybody wanted did leaders. I want to learn how to coach. A coaching culture was born. That company is called the InPro Corporation in Muskegon, Wisconsin. Phenomenal CEO at the time, phenomenal CEO, you know, right now. Phenomenal. And I think what's really cool about this, everybody, is what the types of coaching I use is one-on-one, peer coaching, observational coaching. The techniques I use was learning projects between the sessions, but I really parlayed the learning project into a random act of kindness to have more of an inclusive strategy. But I constantly was asking Chris, what are you learning about yourself? Man, I got to practice this positivity. This is hard, Tim. I said, Yeah, it is, Chris. And that's case study number one. Case study number two is a young lady, single mom, by the name of Amanda. And Amanda is tough. Single mom, three kids, tough. Battled me every step of the way. And one of the things that this manufacturing organization here in Wisconsin, where I reside, it is a tough, tough business to be in. And by the way, I used the wrong name, it's Emily. And Emily was tough. And she wanted to go into customer service. And she was going to go interview. Now, as leaders,

Case Study Two Handles Emotional Reactions

SPEAKER_00 10:58

we're put in precarious positions. And I got Emily's trust. She really did trust me. And I trusted her and she trusted me. And that was really through a lot of just social conversations. And I said, Wow, three kids, you're on your own. I said, you know, how are you managing all that? That's a lot. And she said, Oh, yeah. And I said, and this is where simple conversation. Please do not underestimate the value of idle chit-chat. Because I was brought up by a single mom. Now I didn't know what it was like to be a single mom, but I shared my perspective with her trust, connection. We had some commonality between each other. I'm 30 years older than her. So demographically, it's oh, they have nothing in common. So two years go by. She's improving, she's becoming a better leader, better supervisor out on the floor. And then all of a sudden, she wants to go into customer service and she interviews. Now, if you have not read the book by Tasha Urick, Insights, read it. It's a New York Times bestseller. It's a dry book in my estimation, but Tasha does some brilliant work on self-awareness. And that is really a major part of her business and her focus. I love it because I've said for 32 years, coaching is simply a two-step process. Number one, it's getting someone to look in the mirror. Number two, it's getting people to take action on number one. Very few people do number one arbitrarily on their own. When Natasha did her research, she said 95% of the people in her survey said, yes, I'm highly self-aware. When she tested them, only 10% were. Think about that. That means 8.5 out of every 10 people on a team significantly lacks self-awareness. So if you go up to someone and say, John, you got a crappy attitude, John doesn't go, you're right. I knew I had an issue. Thank you so much. I bet you're laughing. So with Emily being tough, there was some resistance there. And I walked into the lunchroom. She had her interview for a customer service job. And I want you to hear this because this is the power of coaching. She's talking to two or three other ladies. She goes, Yeah, the interview stunk. The guy was attacking me the whole interview. And I'm like, attacking you? What do you mean, attacking you? So I stood behind her. And the other ladies could see me, but Emily could not. So she turned around and she goes, Oh, I didn't know you were there. I said, He attacked you, he got you in a headlock, he gave you noogies in the head. Well, no, I just felt, and I want you to hear this. There will be moments and conversations that give you the door to walk through. What she was doing was emotionally reacting. We teach a whole segment called emotional interpretation. What I don't, when I don't feel good about something, I'm gonna react and I'm gonna interpret. He attacked, I'm gonna articulate, I'm gonna take it out of context. So I asked her again, I said, Did he throw you up the wall? Did he did he open the window and try to push out? Tim, you're being ridiculous. I just was really upset. I said, No, no, no. You just told three people who have now left that he attacked you. I thought he physically assaulted you. Tim, I didn't say that. I go, you didn't give clarity either. So three people just left this conversation, Emily. By 11 o'clock, they're gonna probably tell two or three other people about that guy who was kind enough to interview you, to be blunt, for a job you were not ready for. You got about an hour or two, and you know how this place works. So she goes upstairs due to my coaching and my advice and goes in, tells a guy what happened. He starts laughing. She goes, What are you laughing at? He goes, Well, I could tell you're upset. He goes, Do you know why I interviewed you? She said, No. He goes, You were not qualified for this job. But that showed a lot of courage to come in here. She's never turned on a computer. And I said, There might be an opportunity, Emily. Look at him and say, Would you mentor me? I need help. Years later, she got into that customer service department. Now, what did I have to do? I had to confront. I didn't have a lot of time, but I had built up context. I had built up connection. I had built up commonality between the two of us. Not that I gave myself the right, but I think I earned the right. So the types of coaching I did with Emily were one-on-one. But one of my foundational strategies, especially someone demographically so different than me, was to find some connection and commonality. Single parenthood was it. And she later got married, which was awesome. And what I said to her in that moment was tough, but I knew I didn't have time. And I actually was walking out to go to my car to go home. So what I also did is I integrated a mentoring program with this other leader to help her progress her career. Other people saw that. See, the funny thing about coaching success is it becomes contagious. What was the secret sauce? For me, the secret sauce is we do not spend enough time just talking, having a cup of coffee or a soda and saying, How was your weekend? Oh, your kids play softball. And I'll share this with you. I have a client out in Nebraska right now, and the ag industry is awesome. Great people. And I got a bunch of guys that just, you know, Nebraska football. They are so in love with Nebraska women's volleyball, you wouldn't believe it. And we all share this love of coaching. Didn't know that in the beginning. You know, the chief operating officer coaches girls

Connection First Then Collaboration

SPEAKER_00 16:38

softball. I got more people coaching baseball out there or going to the state tournaments, and we share coaching techniques. A secret sauces, schedule time for you as a leader and facilitate time for your people to talk to each other. There are four stages of team development. Number one, connection. Get people connected and chatting. Number two, when they find out they have something in common, the third C becomes collaboration. It becomes easier to collaborate and work together. Number four is conflict. Conflict tremendously dissipates and is more productive because of the first three stages. But if we don't have connection, context, commonality, and we're not collaborating well together, conflict's gonna feel very arduous. Very arduous. Now, the third case study is a small credit union, and I don't have their permission, so I'm not gonna use their name, but there are two people that I work with, Courtney and Derek, and they had just shared with me some of the success they've had the last three years, and my jaw dropped. This is not a huge credit union, but they had reproduced hundreds and hundreds and hundreds of referrals, which is a mainstay in the credit union industry. We want the frontline, the tellers, to you know, give referrals for mortgages and lines of credit and other products that they have. It's a mainstay of existence in the bank and in the credit union world. Now, to be blunt with you, Derek is a phenomenal

Case Study Three Makes Referrals Fun

SPEAKER_00 18:03

coach. So when I think about types of coaching they're doing, he and Courtney, they do these visits to the branches and they do group coaching and then they facilitate peer-to-peer coaching. But I am the biggest fan, and this is the mantra of our company is how do we indoctrinate coaching? Don't always use an outsider like me as your sole source of coaching. Position leaders to coach. These two do it phenomenally well. Now, the techniques is they make it fun, they do a lot of gamification, they use a lot of strength-based coaching calling people into the office. Remember, the Gallup organization reports people engage eight times more when we lead with their strengths. Yet when we ask people, what happens when an employee gets called into the office? What's their first impression? I've never had someone say anything other than something close to, uh-oh, I must be in trouble. We create that. What if we reversed it? You have more traction. The other thing is the techniques that they used was gamification, and some of their secret sauces were they would do coach-the-coach sessions with the leaders, with the employees. And that's not something, something I typically recommend because you can have two people talking at you and working with you, but they've made it work. When I shared with two federal credit unions, 20, 30, 40 times the size of this credit union, they couldn't believe how many referrals they were getting. They said, How are they doing that? I said, number one, they use observational coaching as a type. They go look for the good stuff. Number two, they all the branch managers have to do one-on-ones. Number three, they always call people into the office for the good stuff. Number four, they use handwritten notes. They put notes on the desk. Nonverbal coaching is awesome. And then when you get to the techniques, they asked a lot of questions that were self-awareness driven. I'll give you three of the questions that we teach. What did you specifically learn? What did you specifically learn about yourself that you're proud of? And what actions, what are two to three specific actions you're going to take based on that learning? They're transforming a culture. And so I thought things were going pretty well until I heard from Derek and Courtney. And they go, there's a coaching buzz here. I'm like, really? Because I don't work there, right? I go, that's awesome. That's not because of Tim Hagen and progress coaching. That's because one of the types of coaching and one of the strategies we have, and I would put it into the category of our secret sauce, is the coach the coach expertise internally, spreads the gospel, but more importantly, spreads the expertise and the conversations leaders need to have with somebody outside of this thing called the vendor, which I played that role, or hopefully a partner, you get the idea. Those are our three case studies. Now, some of you might be thinking, okay, well, how do I use all this? Number one, join our school. Get into the fee-based. It's it's it's inexpensive. We give you our full-blown progress coaching course as a part of it, which I don't even think is mentioned on the site, which it should be. Number two, we give you coaching badges to complete every single month where you can expand your expertise. The value to you is the coaching becomes easier and easier. Number three, is these stories are not for every client. And what I mean by that is not every one of our clients has been gloriously successful. Creating

How To Apply This At Work

SPEAKER_00 21:36

coaching, leaders as coaches, coaching cultures takes time. I lose deals when people say, How long before you build a coaching culture? Here's what's going. I just had this with a company. They said, for 15 years, we've had this really arduous. People don't trust each other. How long will this take? Now I want you to hear this. And it was a VP of operations. I said, three to four years to really start to gain traction. He goes, Wow, that's way too long. I said, Well, wait a minute. You've been practicing 15 years of a negative culture, your words, not mine. And you're gonna give me a fraction of that to rebound what you've created? And he looked at me and goes, Wow, that was a that was a gut punch. And I said, Well, I meant it as that. And he started laughing and we had a great conversation. He goes, I said, we have to get back to level zero. You're at a negative five. He said, Boy, I didn't even think of it that way. I said, What you're saying is this has gone on too long. This is not going to be trusted right out of the gate. So coaching's tough. We got to get tough. And and what I mean by tough is the grind. And one of the best books you can ever read is Grit by Angela Duckworth. Grit, guts, resilience, intensity, tenacity. And one of my great strengths, and I would say even a great fault, I will never give up. I probably overcoach. So those are our three case studies. The coaching school will always teach you how to craft your coaching recipes, what types of coaching are applicable, what techniques you should be using, how you can mold those together into a recipe that really makes sense, that's time sensitive. And more importantly, number three, you know, what are some of the secret sauces as it relates to the situation? That's the coaching school. I hope you'll join us.