パフォーマンス・コーチング

Continuous improvement is a mindset

We all know that feedback is important to help individuals and teams improve. Having an appropriate model and focus for coaching will improve the value of feedback. High-performance coaching is about helping people reach their full potential, in any area of their lives. For the manager as coach, this means working with people to improve their performance at work.

High-performance coaching may also involve working with other people within your organization – collaborating with other managers and leaders to make the workplace a high-performance organization, one that helps everyone to perform at their best by resolving the most important issues as effectively as possible.

診断とは

Improved performance requires increased capabilities and capacity

  • Observations drive accuracy

    Helping people maximize their performance when adding news skills requires feedback that is framed in terms of accurate descriptions of what is going on. Sharing data that is inarguable and free from judgement, interpretation, or assumption, yields a clear roadmap of the changes necessary for higher levels of performance.

  • Building relevance ensures engagement

    When we provide feedback on things that are important, and that the recipient cares about, we ensure engagement and a willingness to act on the information. Building relevance ties new capabilities and skills to desired outcomes and ensures behavioral alignment with organizational goals and objectives.

  • Establishing consequences confirms results and guides choices

    Being transparent about the consequences of behavior change and maintaining status quo confirms the boundaries and constraints for the person receiving coaching. Creating a context for action makes it easier for the feedback to be matched to behavioral outcomes.

  • Actionable feedback creates momentum

    Coaching is not passive. Creating a persistent flow of performance modifying feedback that supports the right actions, executed in the right place, at the right time, maximizes effectiveness and yields organization momentum.

The greatest athletes would never be without one

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Coaching to gain a competitive advantage

Managers control the involvement of the right people, but effective coaches help employees gain confidence in moving ahead by recognizing their capabilities and responsibilities.

 

When tough situations arise, coaches provide oversight and structure.

 

Good coaching inspires individuals to develop their own expertise and insights, and find they are better equipped to step up and meet new challenges.

サクセスストーリー

挑戦

Microsoft’s Customer Service & Support (CSS) offers support in 41 languages and 191 countries. With 8 billion customer touches annually customer service professionals have unique insights into how customers use products, services and devices. In 2014 CEO, Satya Nadella instituted a “Growth Mindset” emphasizing a cultural obsession with customer satisfaction and a commitment to lifelong learning. Since then, the value of the company has nearly tripled, and CSS has partnered with Kepner-Tregoe (KT) to better serve customers by embedding KT processes.

1

Case/day average DTS decrease

27

Minutes average TMPI decrease

結果

To measure the impact of the KT training and support project for CSS customers, key metrics were recorded 12 weeks before the workshops and 12 weeks after. Results of total improvements during the first year:

3.3%

Improvement in customer satisfaction

挑戦

競争の激しいビジネス環境の中で、世界の主要な自動車メーカーに優れた製品を提供するために、従業員は日々挑戦しています。自動車の内装部品やシステムは、安全性と耐久性を確保するために厳しい基準で製造されなければなりません。そのためには、製造工程の品質が重要です。

3,000%

ROI Verified

$10K

Average per project

結果

Over 130 tracked-and-closed projects had generated a per-project average of $10,000. A critical component to the Yanfeng Automotive Interiors program is a financial controller’s validation and verification of the project results. Having this quantified project validation supports ongoing investment in training and skills development with data-driven results. Larger projects, such as cost avoidance types, are not included in this total.

挑戦

Fokker社は、問題解決の成熟度を高めたいと考えていました。これは、問題に関する情報の質と完全性を向上させ、根本原因の分析を加速させ、適切な人材を適切なタイミングで参加させることを意味していました。

4.5

スピンオフ関連費用の減少(百万ユーロ

70%

特定の部門における3年間の不適合の削減

結果

成功の要因は、不適合の大幅な減少であり、これにより年間数百万ユーロの経費削減が実現しています。積極的な文化は、反応的な問題解決のための「消火活動」に取って代わりました。

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