Coaching Star Performers , livre ebook

Libri Publishing Ltd - Chris Edger

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21 pages

English

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Most business coaching books take a generic approach, advancing catch-all models and concepts for all employees. But different employee cohorts have different coaching needs! This book addresses a crucial managerial segment, namely; Star Performers – small in number but highly critical to organizational energy, innovation and growth! Highly ambitious, goal orientated and driven they are – on the face of it – relatively easy to read and understand. However Star Performers often hide a dirty little secret! The origins of their success owe more to negative rather than positive drivers. They are (inwardly at least) less resilient than they (outwardly) seem! Fear, paranoia, self-doubt and self-loathing are frequently the negative feelings and motivators that cause Star Performers to over-index, outperforming their competitive set. However – in the end – these drivers can lead to major issues; burn-out, addiction and/or major conflict with other stakeholders. This book explores how coaches can explore the ‘hidden and blind selves’ of Star Performers to reframe these negative drivers into positive forces; enabling Star Performers to add value on a more sustainable basis!

Sujets

Mentoring

Gestion et management

Economics

Business

Coaching

Informations

Publié par	Libri Publishing Ltd
Date de parution	31 janvier 2019
Nombre de lectures	0
EAN13	9781911450368
Langue	English
Poids de l'ouvrage	1 Mo

Informations légales : prix de location à la page 0,0450€. Cette information est donnée uniquement à titre indicatif conformément à la législation en vigueur.

Extrait

Imprint
First published in 2019 by Libri Publishing
Copyright © Libri Publishing
The right of Chris Edger to be identified as the author of this work has been asserted in accordance with the Copyright, Designs and Patents Act, 1988.
978-1-911450-36-8 EPUB
978-1-911450-37-5 EPDF
978-1-911450-38-2 MOBI
All rights reserved. No part of this publication may be reproduced, stored in any retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior written permission of the copyright holder for which application should be addressed in the first instance to the publishers. No liability shall be attached to the author, the copyright holder or the publishers for loss or damage of any nature suffered as a result of reliance on the reproduction of any of the contents of this publication or any errors or omissions in its contents.
A CIP catalogue record for this book is available from The British Library
Design by Carnegie Book Production
Figures by Helen Taylor
Libri Publishing
Brunel House
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Faringdon
Oxfordshire
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Tel: +44 (0)845 873 3837
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About the Author
Professor Chris Edger is a leadership author, academic and high-performance coach. He is the author of ten books including: Effective Multi-Unit Leadership – Local Leadership in Multi-Site Situations (described by the Leadership and Organization Development Journal as 'one of the key books of its kind for this decade'), International Multi-Unit Leadership – Developing Local Leaders in International Multi-Site Operations , Professional Area Management – Leading at a Distance in Multi-Unit Enterprises (1st and 2nd Editions), Franchising – How Both Sides Can Win (shortlisted for the 2016 CMI Management Book of the Year and rated a ‘Top 5 Must Read’ book on franchising by Reed Commercial in June 2016), Effective Brand Leadership – Be Different. Stay Different. Or Perish , Retail Area Management – Strategic and Local Models for Driving Growth , Inspirational Leadership – How to Mobilise Super-performance through eMOTION , Courageous Coaching Using the BUILD–RAISE Model – A Practical Guide for Leader Coaches and Events Management – 87 Key Models for Event, Venue and Experience (EVE) Managers .
He holds four degrees: a PhD (ESRC Award) from the Warwick Business School, an MSc (Econ) with distinction from the London School of Economics, an MBA and PGDip from Nottingham Business School and a BSc (Hons) with University Prize from Brunel University. He has a Level 7 Advanced Award in Coaching and Mentoring (with distinction) and is a Fellow of the CIPD and Higher Education Academy. Appointed to Professorial status in 2008, Chris founded the Academy of Multi-Unit Leadership a decade ago (where he has coached over 900 corporate managers), teaching at the Warwick Business School (winning numerous teaching awards on the MBA Programme), University of Birmingham and Birmingham City University.
Described by some commentators as the UK’s leading expert on 'multi-site retail management', Chris frequently features in the media having appeared on and written for outlets such as Channel 4 News, ITV, BBC News Online, City A.M., Propelinfo, The Retail Gazette, Daily Mail, Guardian, Telegraph, Retail Week and Drapers. Previously Chris had a successful career in the retail and service industry spanning 23 years, incorporating Executive Director-level positions in the UK and internationally owned organisations.

Contents
1. Introduction 7
2. The Characteristics of Star Performers 8
3. The Philosophy and Key Qualities of Courageous Coaches 18
4. Reframing and Magic Questions for Coaching Star Performers 23
5. Coaching Star Performers Using The Build–Raise Coaching Model 26
6. Case Study – The Star Performer Build–Raise Coaching Conversation (Reframing Negative Drivers And Feelings) 52
7. Summary and 26 Key Insights for Courageous Coaches 58
Bibliography 63

Figures
Figure 1 — Performance–Potential Model
Figure 2 — Johari Window of the ‘Self’
Figure 3 — Courageous Coaching Philosophy
Figure 4 — BUILD–RAISE Coaching Model
Figure 5 — Support/Challenge Model
Figure 6 — BUILD–RAISE Coaching Model
1. INTRODUCTION
There are thousands of books on coaching employees. Many of them are generic guides providing insights, tips and models on how you can get the best out of your staff through coaching interventions. Indeed, my previous book on coaching advanced a philosophy ( Courageous Coaching ) and a structured coaching model ( BUILD–RAISE ), giving Leader-Coaches a compelling coaching methodology (tried and tested on hundreds of corporate managers) that would help them get the most out of their people. However, not all employees have the same needs and levels of readiness . There are various ways that we can tailor our coaching approaches to the explicit and implicit requirements of specific cohorts of workers, namely:
• Stars (high performance/high potential)
• Pillars (high performance/low potential)
• Transitionals (median performance/potential employees who are ‘on the move’ between categories)
• Newbies (low performance/high potential)
• Detractors (low performance/low potential)
Subsequent books will deal with the other cohorts; this one will exclusively focus upon how you can COURAGEOUSLY COACH STAR PERFORMERS to optimal levels of performance using some crucial REFRAMING QUESTIONS within my BUILD–RAISE COACHING MODEL .
STAR PERFORMING employees are important. Although comparatively small in absolute number (totalling 5%–10% of the workforce), these high performance/high potential individuals provide energy and drive within organisations. They provide the talent pipeline for future leadership cadres and are a vital source of competitive advantage for organisations. Focused, driven and ambitious; they require targeted coaching approaches. Why? Because, in addition to the obvious reasons (retention, wellbeing and sustained performance), Star Performers are often highly demanding, difficult to manage and often have underdeveloped stakeholder management qualities, in spite of what they think themselves! Although they may be good at managing downwards to get the results they want, they are notoriously poor (due to their competitive nature) at managing relationships with co-workers, peers and other stakeholders within the business. Impatient and overly competitive – addicted to winning – they often rub people up the wrong way.
There are various NEGATIVE DRIVERS behind their success; paranoia of failure, fear of being shown up, anxiety over achieving high social standing within the group and distrust of the intentions of others – FEELINGS which will be explored further on in the book. These psychological dimensions require appropriate understanding, appreciation and insight if this cohort is to be sustainably progressed and advanced through coaching interventions. These (potentially) SELF-DESTRUCTIVE facets of the Star Performer’s character are often their nemesis and can be the origin of their eventual downfall or descent into burn-out .
How can you prevent your best employees from imploding? I have written this book to help you get the best out of your Star Performers. This is done through Courageous Coaching, Reframing Questions and the BUILD–RAISE model by outlining:
– THE CHARACTERISTICS OF STAR PERFORMERS
– THE PHILOSOPHY AND KEY QUALITIES OF COURAGEOUS COACHES
– REFRAMING AND MAGIC QUESTIONS FOR COACHING STAR PERFORMERS
– COACHING STAR PERFORMERS USING THE BUILD–RAISE COACHING MODEL
Following this, the book will end with a ‘live’ case study example of how Courageous Coaches should use the techniques outlined in this book to REFRAME self-destructive NEGATIVE DRIVERS AND FEELINGS . I will then go on to summarise the 26 key insights for Courageous Coaches who want to get the best out of their Star Performers. Read on and (hopefully) enjoy!
2. THE CHARACTERISTICS OF STAR PERFORMERS
I briefly touched upon some of the characteristics of Star Performers in the introduction. Before we explore the BUILD–RAISE COACHING model that will enable Courageous Coaches to get the best out of them, it’s important to define who these Star Performers are, why they are important and what their issues and needs are.
Broadly speaking, I believe that employees can be split into five segments on the performance–potential spectrum:

Figure 1: Performance–Potential Model
Future books will deal with the particular idiosyncrasies and coaching needs of the other four cohorts (pillars, detractors, transitionals and newbies), but who and what are Star Performers? They are, by their very definition, high performance/high potential individuals, who are recognised as having huge present and future value to the organisation. In essence I would define them as:
‘valuable, high potential, high performance employees who consistently deliver outstanding results in the “right way”, demonstrating the “right stuff” for progression’
This notion of consistently producing the right results in the right way is important. Star Performers aren’t shooting stars who fizzle brightly before disappearing into the darkness. Dazzling and then disappointing – fizzing into pre-eminence before crashing and burning. On the contrary, Star Performers shine brightly within the organisational constellation, consistently outperforming their peers by being more gifted and grafting far harder.
Why are Star Performers so important to organisations? In the introduction, I alluded to the fact that they commonly constitute a relatively small proportion of the overall organisational population, but make a disproportionately high contribution to the firm’s perform