High Performance Leadership Model

Step 1: Building the Foundation

The first aspect of coaching is to understand where the client currently is. This can be done through a variety of methods including:

  • Designing the Alliance – the coach and the manager go over all the agreements of coaching including
    confidentiality, etc.
  • Coaching Skill Assessment – Assesses the client in many areas of management performance. This
    assessment can also be given to direct reports/peers/management to provide further feedback on other’s
  • Initial Intake Assessment – this is an instrument that is already developed and can be tailored to the
    needs of each client
  • 360 feedback from employees/peers/managers – can be a formal process using a 360 form or a process
    where the coach gathers the information confidentially from other employees
  • MBTI assessment. The MBTI (Meyers Briggs Type Indicator) helps individuals understand their own
    personal preferences and areas of potential opportunity in the work environment
  • Review of assessments already completed – this would be in the case that your organization has already
    completed a 360 degree feedback process and/or other work style assessments

Step 2: Creating the Path

The second step uses the data gathered above to create the pathway for future coaching. This is done using the following methods:

  • Having the client read “What Makes a Leader” by Daniel Goleman.
  • Using The Successful Managers Handbook or other resources to set goals around their performance.
  • Using The Successful Managers Handbook or other resources to define action steps for the client.
  • Evaluating with the client the above data that was collected, providing feedback on possible areas of
    opportunity for the client.
  • Allowing the client to formulate goals/action plans based on the assimilation of the above information.

Step 3: Taking Action

The third step focuses on moving the client forward toward the established goals. This step is accomplishedthrough the following:

  • Client focusing on goals during weekly calls
  • Client identifying barriers during weekly calls
  • Client/coach identifying methods to reach beyond barriers
  • Use of various tools to assist client in understanding other’s behavior
  • Consulting with client regarding human resource aspects of employee performance (coaching, documentation, performance feedback, corrective action process)

Step 4: Review for Progress

In the fourth step, at the end of each call/meeting, a review process occurs. The client and the coach review progress/barriers and decide on the next steps that will be taking during the following week. This step may include:

  • Homework for the client to practice new skills or concepts learned in the coaching session.
  • Reminders for the client to keeping their word or possibility alive during the following week.
  • Mid-week check-ins to identify progress and or barriers to achieving desired results.
  • Acknowledgement of the client’s progress.

© 2003 Shannon Rios Reprinted by Permission Only


Coaching Goals:

  1. Understand your business
  2. Increase employee/management satisfaction
  3. Increase employee engagement and productivity

Leadership High Performance Strategies:

  1. Identify manager/employees values and needs – intrinsic vs. extrinsic
  2. Organizational Values/Culture
  3. Identify barriers and create success strategies
  4. Present, Centered and Connected Management
  5. Employee Engagement Techniques
  6. Emotional Intelligence Work
  7. Building Trust
  8. Listening
  9. Create High Performance Strategies

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