It's not a question I have a ready made answer for, as it very much depends where the individuals is starting from. That said, there are some common outcomes that I'd like to explore in this post - and they're outcomes that relate to what coachees or attendees will be improving, and the impact that improvement will have, or put more precisely the barriers to optimal performance that are demolished or reduced as a result of the coaching/workshop.
Easily written, and often under estimated, but what price a lack of confidence:
- Avoids conflict with colleagues, managers, stakeholders and suppliers
- Doesn't set stretching targets
- Gets bullied into doing something they shouldn't
- Isn't able to stand up for, and therefor deliver, best procurement practice
- Is easily swayed away from an agreed processes, procedures or decisions
- Inconsistent in approach
- Consistently looks outside themselves for approval and direction
- Delayed decision making
- Doesn't challenge others even in areas where they have the expertise
- Stays within their comfort zone and avoids anything innovative or new
- Doesn't look for advancement or promotion (not in and of it self an issue, unless they have the capability to do that, if only they had a little more confidence)
It depends on the role requirements, yet each of these examples will have costly time and financial implications, never mind increased risk and opportunities lost. (Also see post entitled Self-confidence - the difference between success and failure, and there's also a postcard to you from your confidence.)
Motivation is an interesting topic as people often ignore that there is a lot they can do to impact and improve their own motivation - it's not a done deal it's impacted by our values and we can proactively use them to inspire action or otherwise.
Coaching can significantly improve coachee motivation, and provide an understanding about what makes them tick, and therefore results in reducing or mitigating the following outcomes:
- Can't be bothered attitude
- Tired and lethargic
- Unable to make decisions
- Inability to inspire others or even get them to listen to them
- Quick to judge and blame others
- Not taking personal responsibility
- Makes mistakes
- Refusal to do some tasks
- Applying for the wrong jobs
- People leaving
3. Resistant to Change
Whilst coaching and soft skills interventions may help us to personally expand our comfort zones and reduce our resistance to change, most often than not the workshops help people to understand the process of change, and how to manage others resistance to change better. Which results in minimising:
- Stakeholders doing their own thing
- Time spent arguing and persuading stakeholders of the merit of the proposed strategy
- Benefits not being realised
- Innovations missed
- Operational stagnation
- Dealing with defensiveness
- Inability to adapt to new processes
- Suppliers being able to divide and conquer
- Denial of the need for change
There's also a postcard to you from Change Management getting a little frustrated with you at being re-prioritised in importance.
One outcome of coaching can be holding the mirror up to a coachee on how often they absolve responsibility and don't take personal responsibility for actions, outcomes or problems, which may currently be resulting in:
- Problems escalating
After all, if you keep doing what you've always done you'll get the same outcome - as demonstrated in this Purchasing Coach vlog (just turn the sound down a little first).
I was being indecisive about whether to highlight indecisive or being overly negative here - a great reminder about why 1:1 coaching is helpful.
In a classroom the impact of negativity or strategies for decision making can be outlined and explored. In a coaching session an individual's personal relationship with, and reasons for, indecision or negativity can be explored much more deeply, and action plans agreed to release their hold.
Without an intervention it's easy for performance to be impacted by these underlying behaviours, that if not addressed can cycle down into inaction and even depression.
This post on not wanting to do the hard work needed to achieve a goal might help identify some of the discussion points that would be covered in a coaching session tackling this barrier to effective performance. So too this post entitled What's stopping you which looks at the barriers to achieving our goals.
6. Ineffective Communication
Perhaps it's because we talk every day we assume we know how to do it effectively, forgetting that our own preferences can often get in the way of effective communication.
The cost of ineffective communication is so high it surprises me that so little is done to improve communication skills on a regular basis. The outcomes of ineffective communication might include:
- Inability to persuade others
- Inability to influence others
- Uninspiring to others
- Unable to change others points of view
- Missed deadlines
- Lack of support to do the project
- Lack of support for the recommendations
- Lack of support to implement
- Wasted time
- Benefits not realised
- Wrong requirements delivered
- Unhappy customers
- Problems escalating
- Lack of respect across the business
Well being and mental health all have a positive, negative or detrimental impact on outcomes and performance. However I'll leave those best able to communicate the significant cost of absenteeism, presenteeism and mental ill-health to a dear friend Amy McDonald over on HeadTorch.
Poet Angie Strachan who I've have heard speak at many of the Headtorch conferences has written a wonderful poem entitled Stressed- I'm not stressed.
Other barriers I considered for my top 7 included: fear, anger, blame, lack of trust, distracted, controlling, sticking to the stereotype (wolf?), lack of empathy, lack of self awareness, arrogance, not being a team player, lack of creative thinking, and ineffective management of time.
What barriers to optimal performance come to mind for you?
Perhaps more importantly, what is the impact on performance from not dismantling these barriers?
I'm sure there will be teams full of very self aware individuals who do have well being, and who are confident, motivated, decisive, proactive, open to innovation and change and who are effectively influencing and communicating others.
For those teams where this is not the case the question to be answered is:
What action are you taking to demolish these barriers to optimal performance?
There's much you can do - but hiding behind the need for direct ROI for an intervention before taking action means you're going to be waiting a long time - whilst all of the outcomes above continue to deliver at best sub-optimal outcomes, and at worse significantly increased risk. (I suspect many of the horror stories of procurement gone wrong could point to one of these barriers being responsible.)
What action will you take today to move towards optimal performance?
I'm always happy to help.
Unlocking potential using unconventional tools
To find out more about coaching and soft skills interventions for you or your team do please get in touch - +44 (0)7770 538159 or firstname.lastname@example.org.
The Purchasing Coach soft skills toolkit is also a helpful reference guide for exploring and developing soft skills competency individually, or as a team.
Hypertext links in the text above take you to posts written on the subjects highlighted.
If after all that you still don't think you, or your team, do the soft fluffy stuff then you may want to read this rant on the subject, and a more recent and perhaps more considered post 'What should we call our soft skills'.