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  • Precedo Training & Business Tutoring January 2014

    Welcome to the first Precedo blog I hope you enjoy it. When I first sat down to focus the mind I found an array of topics flying by that dangled the carrot of interest. The England Cricket team and its poor Ashes performance down under being one. A worthy topic; how will our brave lions respond to the ‘Pomme Wash’ or ‘Pomme bashing’ well and truly delivered by the transformed Aussie team? But the headline past me by and I switched direction. 

    Instead I turned to the main topic on everybody’s lips “how do we maintain those resolutions we committed ourselves to after our ‘second bottle of wine’ or ‘second plate of food patting our expanding waistlines’ on New Year’s Eve?”

    How good was our strategy for achieving clear direction and tangible results as the fireworks erupted across the globe? I’m not sure it will catch on as part of a plan for businesses looking to develop strategic direction.

    Thinking about this I decided to introduce the ‘D’ (Direction) from the DART performance coaching model supported by an article ‘Stever Robbins’ Setting Strategic Direction: Vision, Strategy, and Tactics for my first blog. I wanted to demonstrate the importance of employees being able to identify with the smooth running of their little cog and its impact in effectively turning the company’s great wheel of success.

    If we don’t know what is expected of us; how can we do it well?  

    ….You’re so proud of your new vision statement. It sounds nice. Inspiring, even. But the vision is useless unless it can direct action……

    To ensure companies effectively achieve strategic aims all individuals need to be aware of the key requirements of their role:

    Welcome to step one of DART

    D - Direction

    What is it we want the individual to achieve?

    The following will introduce how to effectively complete step one of DART.

    • Objective view
    • Prioritising development areas
    • Coaching is the Team Culture
    • Setting the scene
    • Communicate clearly the outcomes of the observation 

     

    To ensure we can effectively develop an individual through the coaching process it is important any observations that have been completed have been done with a clear objective view of what needs to be achieved by the individual.

    To assist with this process the individual observing may benefit through considering the following:

    Objective view

    • Keep focused on the company agreed measures/standards of performance for this particular task. Where time permits utilise supporting tools such as Role Profile; Individual objectives; Competency Framework
    • Consider experience levels of the individual and how this fits with the group norm
    • Review the individual’s past performance to see if there are any trends or changes

     

    Prioritising development areas

    • Planning for the coaching session may generate a number of areas for development, don’t cover off each one this may affect individual morale, focus on the area with greatest impact on performance.

     

    Coaching is the team culture

    • 121 discussion with your team needs to be the norm, create a culture where you as a manager are approachable, communicate regularly not just when something has gone wrong

     

    Setting the scene

    • Choose your moment carefully and timely. As close to the activity you have observed as possible
    • Adhoc coaching is rewarding for both you and the individual however take the time to ensure you are clear on what you want to achieve when coaching live after an event
    • Privacy; for a positive outcome consider the need to be away from the individual’s peers

     

    Look out for the February blog where we will look at the DART (A) – Acknowledging Behaviour.