Unlock the secrets to building a thriving coaching culture with our expert guest, as we explore Progress Coaching's transformative QALMS framework. You'll find out how to cultivate an environment of self-awareness, change, and motivation that goes beyond conventional coaching techniques. We dissect the tiers of learning, demonstrating that mastering skills like public speaking is about more than just knowledge—it's about fostering confidence and behavior change. Taking a deep dive into sales performance, we unveil why practice is not just beneficial but essential, and how coaching can reframe negative attitudes into positive outcomes, emphasizing the critical relationship between effort, progress, and results.
The discussion gets even more gripping as we confront the alarming trend of high turnover rates and how a results-driven leadership approach may be crippling employee retention. Discover the real reasons behind why people leave their jobs, and join us in debating the long-term effects of valuing new hires over the existing team. We critique the disposable culture within corporations, offering a fresh perspective on coaching models that enable leaders to ask the right questions to nurture and develop their teams. Through our candid conversation, we lay out strategic insights that empower leaders to create a supportive workplace culture, promoting a balance between achieving results and fostering employee growth.
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Speaker 1:
With everything going on in the workplace right now. Coaching continues to grow. It continues to rise in popularity in terms of organizations realizing its value. With that being said, what are some of the keys to coaching success? And there are a lot. Yet when you think about coaching to success and creating a coaching culture, what are some of the key things that we need more than anything? And I think about, first and foremost, a coaching framework. We need a coaching framework to understand where we're going. And when you think about a coaching framework, think about how you're going to converse with somebody.
Speaker 1:
Now, most of the time, we don't do that socially right. We don't go in and say I'm meeting my buddies or I'm meeting my girlfriends out for dinner, I've got to plan my conversations. Yet we certainly need to do that when we're coaching people. So something we teach here at Progress Coaching is qualms, questions, activities, learning projects, motivators and supplemental coaching. Each of those acronym letters, if you will, or those areas, have a very specific purpose. Questions build self-awareness. Activities drive change. Learning projects build accountability. Motivator is really the whiffed what's in it for them. And then supplemental coaching dare I say, even saves leaders time when their coaching employs.
Speaker 1:
Now what are some of the key things we need to coach to, and how do we go about doing that, knowing we're making progress? Number one there's something called the tiers of learning. So let's think about somebody who has to give a stand-up presentation and let's say they haven't really done this before and they've never really done a corporate. Let's just call it a speech or presentation. Knowledge do they know how to organize it? Skill have they practiced presenting? The behavioral component of the tiers of learning is confidence. Now, if I just said to somebody look, you have a presentation in front of a thousand people next week, just get up and wing it, don't worry about structure, you would think I'm crazy.
Speaker 1:
Coaching is also a stage, it's just a different stage. What we say matters. What we say not being understood can create chaos. So let me give you an example. So if somebody does something wrong and I don't understand why, and I just reprimand them and say, john, why the heck would you do it that way, gosh, that infuriates me, versus saying, john, what was your thought process when you did that and what could I do to assist you going forward, you will elicit a different response. Dare, I say the first response you will not get honesty, you will not get integrity of information. Now, when we understand what we're coaching to. Knowledge can they teach it? Do they understand what to do? Skill have they practiced it? That cannot be understated. Behavioral confidence comes from two things practice and positive reinforcement.
Speaker 1:
Now, how do we know if people are truly improving? There is something called the three levels of change, and we've been teaching this now for over 30 years effort, progress and results. Let me give you an analogy. That is the most fundamental, well understood analogy.
Speaker 1:
What do we do in sales? We get the sales team together and we say come on, everybody, we're running behind goal. We're at 92% as a team. We've got to get our numbers up. Honestly, do we really think? Somebody doesn't understand that? And so what we have to think about is what do we typically do? We leap effort, we leap progress, and so often when I ask sales leaders how often are you practicing with your sales teams? How often do you have scheduled practice sessions? Well, we're really busy. I've got a veteran team. You cannot arbitrarily improve what you don't practice. So what happens is we show up, we haven't made an effort to get better, we haven't progressed, and therefore we will not have predictable, sustainable results.
Speaker 1:
Let me add further context, and again I'm going to use a sales analogy. When somebody's sales are up and you say, gee, steve, your numbers are sky high, what happened? They talk about themselves. Next year, steve has a down year. What happened? Well, the economy itself, marketing, really needs to improve what they're doing.
Speaker 1:
Now let me take something even further. Think about someone with a negative attitude. So, susie, why do you think you've got a poor performance review? Well, my boss is a jerk. Susie's not going to honestly say, to be honest with you, my attitude stinks.
Speaker 1:
So how do you coach someone like that? Well, first you have to coach them around effort. So let's take that Susie example. I may say Susie, I want you to every week, come in with an example where you really invested in one of your teammates, where you went above and beyond the call of duty, and I want you to be able to describe people's reaction when you did that. I would have a coach do that for 12 straight weeks.
Speaker 1:
The first four weeks are effort. What you do during effort is you praise, thank them for their effort, make them feel good about getting better, because they will not quote, unquote, get to the promised land within three or four sessions because you magically showed up. Then, when you get to progress, you have to pinpoint what they're doing well. A great study at Harvard points out people are at their most motivated state when they're progressing. If we don't point it out, they don't know what to repeat results. Through effort and progress we can now start to attain predictable, sustainable results.
Speaker 1:
The mistakes that leaders make as we tend to leapfrog effort and progress and say you got to improve your attitude next week, come on, sales team, got to get your numbers up. Next month's the big month. It doesn't work that way. It's like telling a basketball team guys, girls, we're not going to practice this season, let's just show up for games and have fun during the week. Do we honestly think we would have success? So the keys to success are very simple you have to have a coaching framework. You have to have a model, not a script. A model, a framework your leaders can use to coach. Your peers can coach one another. Number two they have to become skilled at asking questions. Number three we have to understand the process of change, effort, progress and results. It never changes.
Speaker 1:
Somebody wants to argue that with me and I'll never forget it. He said but what if you don't have time? And he got really, really angry because he just didn't agree with it and I said well, let me ask you something. You don't agree with this? He goes no, I don't. I said okay. I said can I ask you something? What do you do? And he said I'm the director of customer service. I said fantastic. I said I'm going to ask you a question and I'm going to give you 60 seconds to not answer it. So I was using something called reflective coaching because he was very quick in the moment and I said so everybody on your team, every single person, okay, is hitting their metrics at 100% or above, without question. Don't answer for 60 seconds. You could just see this guy trying to answer. I said no, no, no, you agreed. 60 seconds At 61 seconds. He goes well, of course not.
Speaker 1:
I said okay, when someone's not hitting their goal, what happens? He said I get rid of him. I hired new talent. I said, okay, great. I said you put me on the spot in front of the group, right? And he said, yeah, and he was actually a really good guy. I said so.
Speaker 1:
When people quit, what do you think the number one thing people quit, what's the number one reason. He said I don't know, guy Nexum goes the boss. I said he's right. So I said what I hear you saying if I worked for you, if I don't hit 100%, you're gonna fire me. He said well, no, well, and all of a sudden the audience you could hear ooing and eyeing and I said think about what I said.
Speaker 1:
If you're gonna create that turnstile of turnover and just hire talent from the outside, I'm not saying you're wrong, but don't tell me you're helping people improve your demanding results, or the flip side of that coin is you just simply get rid of them. That is your culture. So now let me ask you, hearing that objectively, would you wanna join that? Be honest with me. Well, I don't know. I said I think you do. So what we have to realize is how people change. We have to have a model that people can follow when they coach. They have to become skilled in questions and they have to understand whatever they're coaching to. Is it a knowledge issue? Is it a skill issue, or is it a behavioral issue? Let me know if this has helped.