Coaching

Shared values link behavior to improved performance. 

A leader’s behavior accounts for 25% of why people feel productive, motivated, energized, effective and committed to their work. 

Now more than ever leaders not only have to manage day to day operations to maximize profitability, but they are also responsible to develop and train their staff in order to perform at a higher level. If a leader's actions account for 25% of an employee's overall effectiveness, the leader must step back and determine how to improve their staff. 

How does a leader directly affect the overall performance, happiness, motivation and effectiveness of their staff on a daily basis? Coaching. 

Coaching 

Joy McGovern, in her article "Maximizing the Impact of Executive Coaching," reported the benefits of coaching:

- Improved relationships with direct reports (77%)
- Improved relationships with peers (63%)
- Better teamwork (67%)
- Increased job satisfaction (61%)

Organizational benefits included better:

- Productivity (53%)
- Quality (48%)
- Organizational strength (48%)
- Customer service (39%)
- Retention (32%)

Haploos believes for the culture to start changing, projects to be more successful and team members to buy-into new processes, coaching must occur. 

Why is Haploos different? 

We believe coaching is not limited to the executive team. The heart and soul of an organization is its mid to entry-level management and staff. They are our target. We believe if front-line staff and managers spearhead the change, it will last and endure through future changes. That’s why Coaching is one of our four pillars of successful change. 

The coaching profession began primarily as a development process for senior leaders. According to 43% of the respondents, this remains the case. Lower in the organization the prevalence of individual coaching drops.  Only 28% of the respondents report mid-level managers receive coaching. The utilization of coaching drops to 20% for front-line supervisors. This demonstrates a large gap between typical executive coaching and coaching with mid and front-line managers. 

What are the Benefits of Coaching? 

Leadership Development: As coaches learn the model and associated skills, their ability to lead effectively increases dramatically. Strong coaching leads to improvement in employees’ performance and learning abilities along with higher productivity.
Reduce Employee Turnover: Improving leadership and coaching skills helps individuals having performance problems get back on track and build stronger relationships between managers and employees, both of which reduce turnover. 
Climate of Trust: Coaching helps improve communication by opening up lines of dialogue between manager and employee and fosters better working relationships. 
Employee Development: Coaching develops employees through enhancing learning abilities, creating long-term sustainable improvements and learning organizations. 
Business Results: Peterson and Kraiger article, “A Practical Guide to Evaluating Coaching,” argues that based on typical gains from management training and development programs, a case can be made that coaching is at least three times more effective than typical training programs in producing results.
Improves Individual Productivity: Coached employees respond productively to appropriate praise, clarified work objectives and strategies that exhibit their special talents. Organizations benefit from the resulting cost reductions and greater profits.
Boosts Employee Engagement: Positive psychology emphasizes what is working, what one does well, and how to do it better rather than weakness and limitations. Coached employees are often successful senior leaders who face career challenges as a result of organizational or industry changes.
Improves Retention Rates: Employees view training and development as portable and highly valuable job perks, making the promise of executive coaching more significant. The opportunity to work with an experienced coach will convince a company’s best performers to stay and their desired recruits to accept a job. 

The Haploos Coaching Model: 

Purpose:  Our clients use this tool to clearly and effectively align behaviors with expectations. 

Vision: A simple coaching model that will inspire development and encourage change. 

The Haploos Coaching Model is a guideline for team members at any organization to engage with one another in a structured process that helps teams clearly communicate and drive change more effectively.  The process can be used at all levels of the organization, is flexible enough to allow for different competence levels, and is designed to create a culture of continuous improvement.  The process is simple so individuals without coaching experience can follow straightforward steps to improve any process. 

Coaching establishes a climate of open and honest communication, fostering a safe, reliable and profitable operational environment.   

What is different about Haploos’ Coaching?

Most coaching resides only within the Executive team of an organization to help those individuals develop so they can lead their organization. While there is a significant value in developing the senior leaders of an organization, Haploos recognizes the heart and soul of an organization lays in the front-line workers and their managers.  

The Haploos Coaching Model is an integration of:

- Theoretical Coaching Models
- Experienced Field Coaches
- Communication Research 

The basic 3-tier approach is adaptable to any organization and its needs:

Tier 1 - Basic Process (Foundation)
Tier 2 - Specific Steps within the Coaching Model Process
Tier 3 - Specific Communication Skills that support the Coaching Model 

Unique aspects of our Model:

- It can be used to coach positive or negative behaviors.
- Anyone can initiate the coaching process (manager or employee).
- It can be used to coach all levels of competency and commitment.
- It is not limited to any specific tool.  

Haploos helps organizations increase their capacity to develop shared values that link behaviors to improved performance.

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