Date : Jun - 1 - 2019

Coaching to Create Successful People

Most people want a “better” life, more money, more time to enjoy it, more time with their family and friends and many other wonderful things that come to mind, this is why most people look to programs to help them get there. Networking marketing for example and as the world changes more and more people are working from home. The millennials, for example, this is increasingly becoming the norm. None the less this not the business model for a procrastinator that being said if you want that “better” life and you don’t have it, (and most people don’t) you will have to change what you’re doing.  Coaching finds out what your affiliates have been doing right or if there are areas in need of improvement.

Coaching is a different approach to developing the potential of an affiliate. With coaching, you provide your staff with the opportunity to grow and achieve optimal performance through consistent feedback, counseling and mentoring. Rather than relying solely on a review schedule, you can support affiliates along the path to meeting their goals. Done in the right way, coaching is perceived as a roadmap for success and a benefit. Done incorrectly and affiliates may feel berated, unappreciated, even punished. Remember affiliates and members of the hive too and an important part.

These seven steps, when followed, can help create a positive environment for providing feedback.

Step 1: Build a Relationship of Mutual Trust
The foundation of any coaching relationship is rooted in the manager’s day-to-day relationship with the affiliate. Without some degree of trust, conducting an effective coaching meeting is impossible.

Related: Destiny77 You Tube Channel

Step 2: Open the Meeting
In opening a coaching meeting, it’s important for the manager to clarify, in a nonevaluative, nonaccusatory way, the specific reason the meeting was arranged. The key to this step is to restate — in a friendly, nonjudgmental manner — the meeting purpose that was first set when the appointment was scheduled.

Step 3: Get Agreement
Probably the most critical step in the coaching meeting process is getting the affiliate to agree verbally that a performance issue exists. Overlooking or avoiding the performance issue because you assume the affiliate understands its significance is a typical mistake of managers. To persuade an affiliate that a performance issue exists, a manager must be able to define the nature of the issue and get the affiliate to recognize the consequences of not changing his or her behavior. To do this, you must specify the behavior and clarify the consequences.

The skill of specifying the behavior consists of three parts.

  1. Cite specific examples of the performance issue.
  2. Clarify your performance expectations in the situation.
  3. Asks the affiliates for agreement on the issue.

The skill of clarifying consequences has two parts.

  1. Probe to get the affiliate to articulate his or her understanding of the consequences associated with the performance issue.
  2. Ask the affiliate for agreement on the issue.

Step 4: Explore Alternatives
Next, explore ways the issue can be improved or corrected by encouraging the affiliate to identify alternative solutions. Avoid jumping in with your own alternatives, unless he or she is unable to think of any. Push for specific alternatives and not generalizations. Your goal in this step is not to choose an alternative, which is the next step, but to maximize the number of choices for the affiliate to consider and to discuss their advantages and disadvantages.

Related: Destiny77 Face Book Page

This requires the skill of reacting and expanding. You should acknowledge the affiliate’s suggestion, discuss the benefits and drawbacks of the suggestion, ask for and offer additional suggestions, and ask them to explain how to resolve the issue under discussion.

Step 5: Get a Commitment to Act
The next step is to help the affiliate choose an alternative. Don’t make the choice for the them. To accomplish this step, the team leader must be sure to get a verbal commitment from the affiliate regarding what action will be taken and when it will be taken. Be sure to support the their choice and offer praise.

Step 6: Handle Excuses
Affiliate excuses may occur at any point during the coaching meeting. To handle excuses, rephrase the point by taking a comment or statement that was perceived by the affiliate to be blaming or accusatory and recast it as an encouragement for the affiliate to examine his or her behavior. Respond empathically to show support for the affiliate’s situation and communicate an understanding of both the content and feeling of the affiliate’s comment.

Step 7: Provide Feedback
Effective coaches understand the value and importance of giving continual performance feedback to their people, both positive and corrective.

There are a few critical things to remember when giving feedback to others. Feedback should:

  • Be timely. It should occur as soon as practical after the interaction, completion of the deliverable, or observation is made.
  • Be specific. Statements like “You did a great job” or “You didn’t take care of the clients’ concerns very well” are too vague and don’t give enough insight into the behavior you would like to see repeated or changed.
  • Focus on the “what,” not the “why.” Avoid making the feedback seem as if it is a judgment. Begin with “I have observed…” or “I have seen…” and then refer to the behavior. Focus on behavior and not the person. Describe what you heard and saw and how those behaviors impact the team, client, etc.
  • Use a sincere tone of voice. Avoid a tone that exhibits anger, frustration, disappointment or sarcasm.

Positive feedback strengthens performance. People will naturally go the extra mile when they feel recognized and appreciated. When corrective feedback is handled poorly, it will be a significant source of friction and conflict. When it is handled well, people will experience the positive effects and performance is strengthened.

Related: How to Give a Great Start


Target Marketing

Know how to communicate with each Demographic.

  • The Silent Generation: Born 1928-1945 (73-90 years old)
  • Baby Boomers: Born 1946-1964 (54-72 years old)
  • Generation X: Born 1965-1980 (38-53 years old)
  • Millennials: Born 1981-1996 (22-37 years old)
  • Post-Millennials: Born 1997-Present (0-21 years old)
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