Brainstorming – Areas we should discuss to build Coaching Skills and improve.

General needs/expectations

Mutual Respect within leadership

More open and honest – problems and goals

Acceptance by team

Real communication

Process to integrate strengths

Education (formal)

Mentoring – two way street up-down, side-side

Process to deal with now and future

Review of role "Boundaries"

Merge tech/RC/Coach roles

Improve Communications with Group

Meeting skills-Location of offices, etc.

Teaming Skills where improvement is most needed by leadership

Meeting effectiveness

Listening time and communication

Getting to know people

Giving and receiving Feedback

Technical Education

Social Education

Planning and organizing

Assessing Results

Teaming skills were improvement is most needed in teams

Communication and feedback

Meeting effectiveness – dealing with issues

Ownership

Specific accountability – real;

Responsibility

Feedback skills and training (conflict resolution)

Decision making

Most important issues from above lists of needs

For us as Leadership

Review of Roles and Boundaries

Process to integrate strength

For Teams we work with

Communication and feedback for teams

Specific accountability

Meeting effectiveness

Boundary Clarification

•	Primary Roles – Focus

•	Broad Scope

•	Assignment

◦	Expectations of each other

◦	What we think the teams expect

◦	What we expect from the teams

•	Other issues

◦	Attendance and boundaries

◦	Justice system

RC's / Soc. Coaches / Tech. Coaches – Expectations/agreements

•	Take the heat together and support each other

•	Communicate pro-actively.

◦	If you don't know – find out

◦	Ask and Listen

Expectations of Each Other – as coaches and individuals

•	Charles

◦	Continue to look for ways to improve process

◦	Give a report to his peers of what e did here.

◦	Transfer learnings to us of where they are

◦	Continue to produce a safe and quality product

•	Mark (Tech coach/operation financial support)

◦	Educating the prople what you can provide to them

◦	Continue to challenge traditional accounting systems

◦	Continue unloading tasky stuff

◦	Continue to teach core team members of how to find info and understand what it means

◦	Teach the basic understanding of the financial results to core teams, coaches etc.

◦	Willingness to be here wen needed to get the job done.

•	Nancy (Social coach)

◦	Making the training processes available to the teams.

◦	Continue to use various sources to learn leadership techniques

◦	Continue dealing wit social issues

-	attendance

-	justice system

-	performance

◦	Mentoring/helping the other coaches with former HR roles

◦	To provide training and mentoring to team members so they can become high performing work teams.

◦	Interact with create tech coach

•	Ann (Social Coach)

◦	Continue to use various sources to learn leadership techniques

◦	Continue dealing wit social issues

-	attendance

-	justice system

-	performance

◦	To provide training and mentoring to team members so they can become high performing work teams.

◦	Interact with create tech coach

◦	Continue learning the create process

◦	Continue transferring customize knowledge

•	Harold (technical coach)

◦	R&D new ways to improve processes

◦	Training leadership on the critical control points of the process

◦	Continue team involvement w/vendor contacts

◦	Share years of experience proactively w/ team members

◦	Product quality/safety #1 focus

◦	Awareness of what tech support team members are involved every day.

•	Mike C. (Technical coach/Procurement)

◦	Continue to implement procurement innovations

◦	Continue to use various sources to meet teams needs

◦	Continue to use experience in manufacturing process to help in problem solving

◦	Getting out and being involved to better your understanding of processes and take a larger role in the organization

◦	Continue to transfer knowledge and broaden the base to where it's going.

◦	Willing to be here at various hours to get the job done.

•	Brian (RC)

◦	Continuous involvement and communication of bean ending

◦	Involved in business results – knowing were we are

◦	walking around and finding the info from the floor

◦	understand all the processes here.

◦	Tie his understanding of processes to new technologies (R&D)

◦	Communicating the vision for the future and making sure the involvement is there to drive it

◦	Bring money to work (your own)

•	Todd (RC)

◦	Profice long term direction - information of the company

◦	Visible and involved – know what's going on

◦	Build and prepare for succession

◦	Be a link to corporate for customie

◦	Get with design

•

•	Norm

◦	Lead/start tool box meetings on the floow

◦	Share tech expertise

◦	Long term planning for capitals – future

◦	Facilitation of social issues

◦	Keep being Norm

•	Bruce

◦	Share what you see going on

◦	Attend and participate in core meetings

◦	Transfer his knowledge to free up for other issues

◦	New projects, people problems

•	Terry

◦	Lead and develop safety program

◦	Continue to improve process by research and development and management

◦	Be visible and work with lines

◦	Be a gut check for the rest of us.

•	Ann

◦	QC – Train others, be responsible until transferred – contact person

◦	Be involved with social problems/issues

◦	Develop potential leaders

What we think the teams expect from leadership (us)

•	Consistency

◦	Justice

◦	Attendance

◦	Coaches message about all situations

•	Clarity on acceptable behavior and boundaries

•	Active role from coaches in day-day business

•	Walk the talk

•	Make the hard decisions

•	Involvement in decision making process

•	Open/honest communications

•	Justify and report on our activity

•	Address staffing/training needs

•	Technical coach expertise knowledge on nights

•	Group knowledge will solve almost all problems

•	Develop process to share knowledge from days to nights and Nights to days

•	Look at each individuals needs and try to accommodate

What we expect from the teams

•	Be here when you're scheduled

•	Care about business/financial results

•	Control key variances

•	Follow procedures

•	Willing to report on activities

•	Communicate with each other

•	Desire to learn leadership skills

◦	Personal Growth

•	Continually look for creative/innovative improvements

•	Communicate directly to leadership about concerns (we aren't mind readers)

•	Look for ways to bet the job done instead of how not to

•	Have fun

•	Be safe and responsible

•	Open to learn new things, ideas, processes......

•	Take risks and make decisions

•	Get involved (all)

•	Improve your area

•	Sense of Urgency

•	Gain an awareness of your environment and people around you

Attendance System Discussion

•	What de we want it to be

◦	Simple

◦	Easy to administer

◦	Fair

◦	Flexible

◦	Open-Information clears speculation

◦	Team Administered and Tracked

•	What do we want it to do

◦	Insure manpower is covered – vacation...

◦	Identify abuses and address them

◦	Keep individuals responsible to insure coverage

◦	Build upon the past record – not a start over

•	Questions to resolve

◦	How is it tied to vacation

-	notice (24 hr????)

-	Who approves

◦	What about flex

◦	Pre-planned and scheduled vs. emergency

◦	what is team process to manage

Issues to resolve

•	Leadership education

•	Commitment to each other

•	Trust

•	Mike's Anger – why?

•	Responsibility/compensation

•	Communication process – poor not on the same page

•	Problems/Issues with using STS as a resource

•	Process of building a leadership team – fragmented now

•	Feedback process – not good (people felt attacked)

•	Behavior – acceptable/unacceptable

•	Understanding each other's roles – Power struggle?

Team Issue Resolution Process

•	Brainstorm Issues

•	Take them one at a time

•	Brainstorm information on the issue

•	Write it down

•	Look for trends

•	What can we act on

•	Decide "our" course on issue

•	Take next issue.....

Specific Solutions and information

•	Leadership education

◦	Information

-	Pursuing other avenues of education besides STS

-	Identifying expectations – (RC's) succession plan...

-	Hiring for the person and skills and not necessarily the education

-	Whole leadership holding each other accountable to better ourselves. – Push ourselves – never ending

-	RD accounting to us for the action plan

-	Individual accounting to each other

◦	Course of Action

-	Mike/Brian – develop a matrix of education – a place a person can go before they question.

-	Identify a personal plan – set minimum requirements for a certain length of time

-	A quarterly cross-check session – find out where everyone is at with their education.

-	Share our learnings from workshops...

•	Commitment to each other

◦	Information

-	Capability of doing the job?

▪	Are we really ok with the people in the position?

-	Safe haven within this group?

-	How is the commitment shown?

◦	Course of action

-	Redevelop Feedback process – Leadership by 1/15/98

-	Personal time with each other – bonding

•	Trust – included with Commitment

•	Mike's Anger – why?

◦	Information

-	Is there external causes – stress?? No...

-	When business is in trouble – bothers him

◦	Course of action

-	Talk about the business for a few minutes in leadership meeting – operations narrative

-	Talk about the social issues – current design activities

•	Responsibility/compensation–

◦	Information

-	Shipping clerk – more to it

-	Compensation handed out before challenges are met. Bush's policy – has it changed??

-	Performance evaluation – Is it still the same?

-	Joe B. evaluation – do away with

◦	Short term action plan

-	Create new evaluation process – Tim/Terry to be completed by 3/31/98

▪	Done by RC's, Tech coach's, social coaches...

◦	Other actions – look at after 3/31/98

-	Take a look at the way salary paid based on pay grades/roles...

•	Communication process – poor not on the same page

◦	Information

-	Not on the same page – some know things other's don't

-	Continuation of communication – need a better way

◦	Action Plan

-	Minutes – Nancy

-	Possible office relocation

-	Big event board

-	Approach people personally if written communication is not enough

-	Come up with 2-3 key issues that come out of the meetings.

•

•	Problems/Issues with using STS as a resource

◦	Information

-	STS is the consulting firm chosen by bush

-	Support implementation

-	What's available already at corporate bush.

◦	Action – none

•	Process of building a leadership team – fragmented now

◦	Information

-	Communication needs improved

-	Report on Business results – develop actions

-	Communicate key issues after meeting

◦	Actions

-	Build processes with the 12 leadership members

•	Feedback process – not good (people felt attacked)

•	Behavior – acceptable/unacceptable

•	Understanding each other's roles – Power struggle?

Options to review

•	Justice System Review

•	Situational Coaching

◦	Feedback to a "problem" person

◦	Peer review

◦	Scrap Situation – How to process better

◦	Attendance

Our framework for dealing with a problem person or situation

•	Understanding

◦	The whole

◦	The behaviors

◦	The desired results

•	How to go about it

◦	The team must address it

◦	The team needs to be taught how to address it

◦	Needs to be supportive

◦	Needs to be timely – moving toward instantaneous

•	Commitment

◦	What specifically does the individual commit to the team that he/she will do to change the behavior or results?

-	Measurable

-	Observable

-	When will we follow-up

◦	What specifically does the individual commit to the individual that they will do to support and enable the change to get better results?

-	Measurable

-	Observable

-	When will we follow-up

Coach Role – Actions/Behaviors/Standards

•	Within the Leadership Group

◦	How we work/behave with each other

-	Behavior

▪	Open/Honest/Respectful

▪	Allow each other to finish their thoughts

▪	Talking behind someone's back

-	Action

▪	Attendance expected or report before the meeting on why not there

▪	Support/agree to disagree

*	Unconditional support

▪	Consistent message outside of the group

▪	Be on time/Justify if you are late

-	Standards

▪	Timely communication

▪	Decision making by consensus

▪	Side conversations

▪	Complete assignments/be prepared

▪	Involvement/equitable/contribute to meeting

▪	Follow processes

▪	Respect confidential information

◦	Accountabilities

-	Put this list on the meeting agenda and follow it

•	Coaching-Leading of teams

◦	How we work with the individuals and teams

-	Initial communication – clarity

-	Clearly communicate expectations and responsibilities

-	Clarify consequences – results

-	Support team and personal decisions made with available information

▪	Help them improve their information to make better decisions

-	Follow-up on process

-	Respect confidential information

7 Habits of Highly Effective People – Coaches

•	Be Proactive

◦	Chose your response based on what you want to accomplish

•	Begin with the end in mind

◦	Know what you want to accomplish

•	Put First Things first

◦	Order, Prioritize, identify steps toward your goal

•	Listen first to understand, then to be understood

◦	Listen to understand the situation

◦	Present your understanding

◦	Listen to insure you are being understood

◦	The goal is a sharing of knowledge, information and understanding rather than winning points of an argument.

•	Think Win-Win

◦	Believe that a solution exists, though it may not be evident, that can meet both or all of the key expectations.

◦	The genius of the "AND" rather than the tyranny of the "OR"

•	Synergize

◦	Two heads really are better than one if we can really explore opportunities and create new solutions.

•	Sharpen the Saw

◦	"Now here–you have to run as fast as you can just to stay in the same place, if you want to go somewhere else, you have to go twice as fast." Lewis Carrol

◦	A dull saw requires significantly more energy to cut through a tough tree than a sharpend one – a sharpend mind acts the same with tough problems.

◦	"We cannot solve our problems at the same level of thinking we were at when we created them." Albert Einstein

Learning Opportunities and recommendations

•	Books

◦	Seven Habits of Highly Effective People by Steven Covey

◦	The One Minute Manager Develops High Performance Teams by Ken Blanchard

◦	The Adventures of a Self-Managing Team by Mark Kelly

◦	A Passion for Excellence by Tom Peters (Especially chapter on Coaching)

◦	Stewardship by Peter Block

◦	The Wisdom of Teams by Jon R. Katzenbach, Jon R. & Douglas Smith

◦	Putting First things First by Steven Covey

◦	Thriving on Chaos by Tom Peters

◦	Further up the Organization by Robert Townsend

◦	Team Building by William G. Dyer

◦	Principle-Centered Leadership by Steven Covey

•	VIDEO TAPES

◦	The Excellence Alliance – Tom Peters

◦	Speed is Life – Tom Peters

◦	Abilene Paradox

◦	Power of Vision – Joel Barker

◦	Business of Paradigms – Joel Barker

◦	Paradigm Pioneers – Joel Barker

•	Audio Tapes

◦	Developing People – Mike Vance

◦	The New Leadership Paradigm -Mike Vance

◦	Action Tools for Middle Managers – Robert Townsend - American Management Association

◦	7 Habits of Highly Effective People – Steven Covey