Catalytic Coaching

Catalytic Coaching U n l o c k e m p l o y e e p o t e n t i a l w i t h p r o v e n c o a c h i n g c o n v e r s a t i o n s

Unlock potential with a simple process that aligns employee aspirations and organizational strategy.

The Catalytic Coaching Process

Future focused, employee powered

Empower managers to drive improvement The simple structure helps managers track and facilitate employee growth that benefits the whole team.

Get the right people in the right roles

Identify future leaders sooner by uncovering how their strengths and passions can better serve organizational needs.

Open a dialogue that guides employees to their own futures and creates clarity as they open up about personal goals.

3

Benefits of Catalytic Coaching

• Save managers valuable time with an employee driven process. • Ditch rear-view performance management in favor of future-focused growth. • Empower and motivate employees to craft and command their own careers. • Prevent and protect against damaging lawsuits.

Catalytic Coaching vs. Traditional Performance Management

Catalytic Coaching

Traditional Evaluations

vs

No Never

Yes Sometimes Direct Incidental

Summary Grade of Label Competitive Ranking Tie to Salary Emphasis on Employee Input

Indirect Pivotal

CONTENT PROCESS ROLES

Future 1 page Employee

Time Focus Average Length of Each Form Responsibility for the Development Plan

Past 4-7 pages HR or Management

Employee Coach Empowered Career Craftsman Coach2 (Coach of Coaches)

‘The File’ Evaluator Recipient of Feedback Process Police

Primary ‘Customer’ of Process Role of Boss Role of Employee Role of Human Resources

5

Catalytic Coaching Deliverables

Energize, Empower and Engage your employees. Catalytic Coaching is about bringing out the best in your people at work. Implemented correctly by Catalytic Coaching Trainers, the system can help transform both individuals and their organizations by saving time, reducing stress and improving your bottom line.

Catalytic Coaching delivers in these key areas: • Positive behavioral change • Motivation to work hard • Retention of key talent • Internal promotions and succession • Prevention of and protection against lawsuits

Coaching Process Map

Conversation Starters

Employee Input Sheet (Yellow Sheet)

Coaching Worksheet (Blue Sheet)

Development Plan (Green Sheet)

• What I have done for the company lately • What I have done for myself lately • What I want to be when I grow up • Other important things…

• Strengths • Areas for Improvement • Development Recommendations

Development recommendation converted into SMART goals

• S pecific • M easurable • A chievable • R esults Oriented • T ime Bound

8

Implementation Process: How to Introduce Catalytic Coaching

9

Energage Coach Software

Energage Coach Online Software – Supports and shepherds the process long term while securely housing all data, meeting schedules, reporting and training. Process Training Includes:

• Employee Orientation • Coaches Workshop • Administrator Training • Employee On-boarding • And more

Stewardship Guidance – On-going support from your dedicated Customer Success Manager.

10

Energage Coach Competencies & Competency Anchoring Map

Unlock employee potential with proven coaching conversations

Performance Factors & Competencies

Performance factors and competencies commonly used as headline statements in Coaching Worksheets:

• Dedication, Attitude, Commitment • Priority-Setting

• Articulation of Ideas • Dealing with Abstract Concepts • Quantity of Work Produced • Analytical Skills • Functioning without Supervision • Spotting and Responding to Opportunities • People Skills

• Thinking/Problem Solving • Initiative and Reliability • Leadership • Working Effectively with Others • Communication • Creativity and Innovation • Marketing and Selling Techniques (Sales Mktg. Only) • Visionary Abilities (Non-Sales Mktg.) • Administrative Skills • Focusing on the Customer • Using Sound Judgment and Decision Making • Knowledge of the Business • Drive for Results • Development of People

• Technical Skill (Be Specific) • Quality of Work Produced • Accepting Responsibility • Anticipation of Problems • Applied Job Knowledge • Creating Ownership • Handling Multiple Priorities • Use of Technology • Follow-through on Assignments • Generating Enthusiasm

• Acting with Integrity • Fostering Teamwork

Competency Anchoring Map

Headline

Clarification

Examples

Impact

Statement containing one-five words describing a key competency

One or two sentences clarifying the headline. Optional, but strongly suggested for any job threatening area.

Three specific examples where: The competency was demonstrated (Strength) or The coach expects to see positive change (Focus Area)

Monetary or other measurable value to the department (people), money, and time.

Example of completed Strength or Focus Area:

1. Jan 2024 - Passed best customer to junior account executive to search for new business ($) 2. April 2024 – Leader of the United Way Campaign ($200k for charity, 20% year over year) 3. Oct 2023 - Received top score in group 360 feedback Examples

Impact

Prioritize organizational and team needs above individual, and department needs. Clarification

Team Player Headline

Energage Coach: Manager’s Guide to “My Team”

Unlock employee potential with proven coaching conversations

The “My Team” features provide a central hub for managers to effectively track and engage with team member progress, feedback, and coaching activities. By leveraging the “My Team” features, managers effectively track, support, and celebrate team members’ development, ensuring alignment with organizational goals, and fostering a culture of continuous growth and recognition.

Scroll to see all team members  Select 

1. Profile - The Profile section offers a comprehensive overview of each team member, including: • Full Name • Position • Hire Date • Coaching Worksheets for the current cycle How to use: Use this section to familiarize yourself with your team members and quickly access coaching worksheets. 2. Feedback - A space to add and store feedback for team members, where it is saved in the platform and simultaneously emailed to the individual. How to use: • Provide feedback promptly to capture observations while they are fresh. • Ensure feedback is constructive, specific, and actionable. 3. Examples - A log for documenting key incidents or accomplishments throughout the year, helping you avoid relying on memory during coaching worksheet completion. Types of Entries: • Examples : Supporting details for strengths or focus areas, often related to specific incidents. This label often applies to both positive and negative events. • Celebrations : Occurrences that represent significant achievements or milestones worth celebrating. What to include : Each example should highlight the area of impact from the business aspect (time, money, or people). Visibility: By default, examples added to coaching worksheets are not visible to team members. Visibility may be enabled upon admin request, giving coaches the option to share examples during submission.

4. Meetings - A section to view and acknowledge: • Upcoming meetings with your team members • Past meetings requiring acknowledgment How to use:

• Regularly review this section to stay updated on scheduled meetings. • Ensure all attendees (both coach and team members) acknowledge development plan progress meetings to maintain progress report accuracy. 5. Employee’s Worksheets - A historical archive of all coaching worksheets completed for each team member. How to use: Reference this section for insights into past coaching cycles, ensuring continuity in development and alignment with team goals. 6. Notes - A space to share recognition, celebrate milestones, and document ongoing successes with other coaches throughout the coaching cycle. How to use: • Use Notes to highlight achievements or progress that may not fit elsewhere. • Collaborate with other coaches to build a holistic view of the team member’s performance.

Employee’s Guide to Coaching Input Sessions Soak up the spotlight! The Coaching Input Session is your chance to shine! Brag about yourself. Don’t just list off things you’ve done for the organization lately; proudly show your coach the impact you’ve had and what you learned along the way. Ask for help Don’t be afraid to talk about your disappointments and ask your coach for help in areas where you feel like you could use more support or guidance. After all, they’re here to coach you, so this is your chance to ask for what you need! Dream BIG Tell your coach where you see yourself in the next year or two, the next five years, and ultimate aspirations. Don’t be shy about it - let them know what you want to work towards. Be your own advocate.

How to prepare: ❏ Finalize your Yellow Coaching Input Sheet, but do not click Submit until after your meeting. ❏ Print 2 copies of your Yellow Coaching Input Sheet to bring to the meeting - one for you and one for your coach. ❏ Be familiar with what you wrote, especially if it has been a while since you wrote it. ❏ Prepare to share more details with your coach during the conversation. What to expect: Your coach will kick off the meeting, and after that, it is your meeting. Make the most of your time by covering all your most important topics on the Coaching Input Sheet. Also, be sure to give your coach a chance to ask questions as you go along to ensure they hear and understand.

Coach’s Guide to Coaching Input Sessions Set the scene. Ensure privacy by using a room with minimal windows/traffic and close the door. Plan sitting using comfortable chairs without a desk between the two of you. Prevent interruptions by forwarding or holding office calls and turn off cell phones. Listen! Consider this a conversation with notes. Your job is to understand, not judge, the person sitting across from you. This should be a 90/10 talk split, your direct report should do 90% of the talking. Make it a conversation. Ask natural questions that help you understand who the person is in front of you. Discover what motivates and demotivates them in a supportive and non-judgmental way. Don’t assume you already know. Ask. The answer might surprise you.

Coach’s prep: ❏ Reflect on their strengths, potential focus areas, and achievements ❏ Review your draft of the employee’s Blue Coaching Worksheet. If you don’t have enough examples of a Strength or Focus Area, plan to ask. Start the session: Break the ice with informal conversation (not work) for 1 - 3 minutes, then ask if they have any questions and are ready to get started. Once you’re ready, you can say something like this: Wrap it up: Watch the clock. When it’s time to close the meeting, you can say: “Thank you for the effort you put into preparing for and conducting this meeting. Your input is going to be very helpful to me in formulating my feedback for you. As you know, the next step of the process is for me to give you feedback based on your input and what I have been drafting for you on your Coaching Worksheet, which we will walk through together. How does that sound?” “As you know, this is your meeting. My job is to listen, ask questions, and take notes. Let’s do our best to take full advantage of the time we have budgeted. Go ahead, it’s your meeting. Why don’t you walk me through what you have prepared?”

Employee’s Guide to Coaching Sessions Listen with an open mind

How to prepare: ❏ Review your Yellow Coaching Input Sheet that you previously shared with your coach ❏ Prepare any questions you may have for your coach What to expect: You can expect to hear about your Strengths, with specific examples of what your boss sees in you. You’ll also hear where your boss would like you to Focus, along with specific examples. The examples provided by your coach will be discussed during this meeting, however, you will not be able to see them on your Coaching Worksheet online. This is by design in an effort to avoid focusing on the examples in lieu of the main point of the Strength or Focus Area. During this meeting, your coach will share some Development Recommendations that they think will help you achieve your goals.

Come with an open mind and feel free to use active listening skills like “mirroring.” Mirroring is when you repeat back what you hear your coach say. This helps everyone in the room be on the same page. Ask questions This isn’t a monologue; it’s a dialogue. If you’re wondering exactly what your coach meant by something, ask! Be genuinely curious in your questions. Be patient The first part of the meeting will be your boss reading your Coaching Worksheet to you. You won’t have it in front of you because you might be tempted to read ahead - and we don’t blame you! Sit back and absorb what your coach is sharing with you.

Coach’s Guide to Coaching Sessions

Coach’s prep: ❏

Make sure you’ve met with your boss for 15 minutes about this employee and that he or she is on board with your coaching ❏ Review the employee’s Coaching Input Sheet to make sure you’ve covered all the goals they put down ❏ Print one (1) copy of the Coaching Worksheet with examples for you and one (1) copy without examples to give the employee at the end Start the session: The purpose of this meeting is for me to give you some feedback. I’ve prepared some remarks that I’m going to walk you through. I will give you a copy of your Coaching Worksheet when we’ve finished. If I gave it to you early, it would be just too tempting to read ahead. So, I’d prefer to walk you through it point by point. Feel free to take notes and to ask questions as we go along. Wrap it up: Watch the clock. When it’s time to close the meeting (45 min/1 hour), move on to sharing with the employee what the next steps will be. You will submit their Coaching Worksheet online and the employee will need to fill out their Development Plan. Once that is complete, the employee will schedule a 30-minute Development Plan session within one week.

Check for comprehension Employees may be nervous and might just nod their head. Ask questions like “Can you tell me what you heard in your own words?” or “What are your thoughts on that?” to make sure they understand. Be honest This process is designed to say to someone’s face what you might be more comfortable saying about them behind their back. If they want to be the CEO but have many skills to learn, say so, and assign them a project that will help them learn those skills. Effectively share Strengths & Focus Areas Use a short, pithy headline, clear 1-2 sentence clarification statement, and 3 examples of that when sharing Strengths and Focus Areas. Repeat the headlines for each example.

Employee’s Guide to Development Plan Sessions Show off your plan! This is your chance to show your coach what you plan to do to achieve your improvement goals they gave you in your Coaching Session. They’ve told you “what” they want you to do, and now you get to share the “how.” Make sure the goals are SMART The best goals are SMART. Your coach will be listening to ensure the goals you set for yourself are: S pecific, M easurable, A chievable, R elevant, T ime-bound Ask for help If you need ideas on how to do these achieve your goals or complete your Development Plan, you can seek out a Coach2 in your organization, find someone in HR for advice, or ask your boss if you can work on it together.

How to prepare: ❏ Review Yellow Coaching Input Sheet and Blue Coaching Worksheet to make sure everything is covered in your Green Development Plan ❏ Print two (2) copies of your Green Development Plan to bring with you (one for you and one for your coach) What to expect: The hard part is done! This final session is a short 30-minute meeting, and you may not need that much time. You will share your Development Plan with your coach to make sure you are both aligned on how you plan to achieve your improvement goals over the next year. After the session, be sure to check in on a quarterly basis with your coach to give them updates on your progress. Ask them if you can schedule all the 15-minute meetings now so neither of you get busy and forget.

Coach’s Guide to Development Plan Sessions Listen for the improvement goals You recommended “what” the employee should work on, and in this meeting they’ll share with you “how” they plan to get it done. Ask questions and make sure what they include aligns with what you’re hoping they improve. Look for SMART goals As the employee shares their Development Plan, make sure their goals are SMART: S pecific, M easurable, A chievable, R elevant, T ime-bound Check dates for front-loading Often employees get excited and want to get all their goals done in the next 3 months. Make sure they spread them out a bit so they continue to focus on their work as well as their development.

Coach’s prep: ❏ Review employee’s Blue Coaching Worksheet ❏ Review the Development Recommendations you shared with the employee What to expect: There is no specific script for the Development Plan Sessions. You can kick off the conversation by asking how the task of completing the Development Plan was for them - was it easy or difficult? Why?

This meeting should take no longer than 30 minutes.

At the end of the meeting, ask the employee to schedule 15-minute check-ins once a quarter to review their progress on their Development Plan. These 15-minute check-ins can be included in a regularly occurring one-on-one meeting.