TACOCA
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The TACOCA Model of Coaching The TACOCA Model of Coaching was developed as a result of the work I was doing with leaders in senior positions who were struggling with how to develop effective teams. They were clear on what they wanted but didn’t know how to make it happen. Their frustration was doubled by the lack of a simple system that they could apply. TACOCA is an acronym for coaching for performance – it stands for Trust, Agenda, Challenges, Opportunities, Commitment and Accountability/Action. Each step builds for the success of the next...
Accountability / Action Commitment Opportunities Challenges Agenda Trust
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The TACOCA Model The Four Corners of the 1st Step
Agenda
Trust
Accountability Action Compare to desired outcome Review Adjust Put in place plan of action
Challenges Sustained Results Constant and never ending improvement Personal responsibilities for change
Commitment
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Options Environment Structure Systems
Teams
Opportunities
TACOCA - Focus
Trust
Agenda
Challenges
Opportunities Commitment
Integrity
Clear
Environment
Resources
Way forward
Follow up
Intent
Consistent
Confidence
People
Timeframe
Evaluation
Capability
Communicated
Capability
Choices
Evidence
Feedback
Results
Shared
Awareness
Outside the box
Action plan
Acknowledge
Questioning
Questioning
Questioning
Questioning
Champion
Clear purpose Evidence
TACOCA – philosophy
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Everyone wants to succeed
Only do what improves the whole team
Treat everyone with respect
Only do what moves you forward towards your goals
Everything is feedback
Accountability
Questioning
TACOCA Delivery TEACH –
Teach exactly what’s required for success
Don’t leave them guessing
Make it simple and then build
Empower them to ask questions
DEMONSTRATE –
Demonstrate how it needs to be done (ideally it’s in your operations manual)
Demonstrate with questions
Be compassionate – they want to succeed
REHEARSE –
Rehearse with them what they need to do until the basic steps are there
Be patient
APPLY –
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Let the team member apply what they’ve learned in the workplace
Observe
TACOCA Development Plan
Trust
Agenda
Focus
Challenges
Opportunities
Commitment
Accountability
Integity
Intent
Capability
Results
Trust – means confidence – the opposite of trust – distrust – is suspicion When you have confidence in people you have confidence in their abilities and their integrity
WHY IT’S A MUST:
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TRUST =
SPEED
COST
TRUST =
SPEED
COST
Trust and the Four Cores of Credibility CORE 1: INTEGRITY – walking your talk, being congruent and having the courage to act in accordance with your values and beliefs. INCREASING YOUR INTEGRITY BANK Be honest in all interactions with others
Demonstrate respect
Demonstrate loyalty – give credit
Walk your talk
Celebrate the differences
Deliver bad news personally
Be clear on your values – stand up for them
Be open to learn new truths that may cause you to rethink issues and redefine values
Be able to consistently make and keep commitments to yourself
CORE 2: INTENT – our motives, agendas and our resulting behaviour. Trust grows when our motives are straightforward and based on mutual-benefit. We build trust when we genuinely care for ourselves and for those around us. INCREASING YOUR INTENT BANK Examine and be honest about your intent – don’t justify or rationalise decisions
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Declare your intent
Admit your mistakes
Welcome complaints
Choose abundance
Avoid memo mania
Emphasise the positive
Be accessible
Extend trust
Reward what you want
Provide positive feedback
Advocate for your employees
CORE 3: CAPABILITIES – the abilities we have that inspire confidence – our talents, skills, knowledge and style. They are the means we use to produce results. Unless we’re skilled and trained to perform a task we will lack credibility in that area. INCREASING YOUR CAPABILITIES BANK Run with your strengths Get better – seek feedback Ask their opinions Listen Keep yourself relevant Know where you’re going CORE 4: RESULTS – our track record, performance, and getting the right things done. We diminish our credibility by not accomplishing what we expect to do. We establish a positive reputation when we deliver as promised. INCREASING YOUR RESULTS BANK Take responsibility for your results – and their lack Clarify expectations Make the call Expect to win Practice accountability
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Agenda Agenda
Trust
Challenges
Opportunities
Commitment
Accountability
CLEAR
Focus
CONSISTANT COMMUNICATED SHARED QUESTIONING CLEAR PURPOSE EVIDENCE
Agenda – the focus of the conversation; the purpose of the discussion As a leader as coach, your conversations need to be energised with purpose. Conversations that go around in circles, loop, back track, side track, meander and get off course are distractions to creating a high performance team.
THESE CONVERSATIONS HAPPEN BECAUSE –
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We are nervous/uncomfortable about the conversation that needs to be had
We don’t ask ourselves “Why are we talking about this?”
We don’t ask ourselves “What outcomes are we looking for?”
There’s no agenda
THESE CONVERSATIONS CAN’T HAPPEN BECAUSE –
They prevent you creating a high performance team
They distract and teach people standards can be dropped
Conversations that only explore what’s wrong are not going to be successful meetings
PURPOSEFUL CONVERSATIONS Asking “What outcomes are we looking for with this conversation?” is a great way to get everyone focused. The benefits are many – When it gets off course, everyone knows it WHEN IT GETS OFF COURSE, YOU CAN SAY, “HOW IS THIS MOVING US TOWARDS THE OUTCOME WE WANT?” It saves time It builds trust in you as a leader People only come to you when they’re ready for a solution, rather than to nag or complain People take responsibility for their role in the conversation Your team culture is one of accountability People think through their own solutions instead of coming to you In a one-on-one, ask the question always, and it stops irrelevant chat. In groups, it gets people settled and focused fast.
PROCESS VERSUS PURPOSE Too many times people put process ahead of purpose. This means, they put doing a job ahead of doing the job that would achieve our higher purpose of ………………… For example, you’re short staffed and need some important jobs done. You hire a temp, but they can’t possibly learn the complex tasks in time to meet the deadline. Process – get help Purpose – get complex jobs done
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TO ESTABLISH THE AGENDA What outcomes are we looking to achieve? How do you see my role here? Adviser? Guide? Sounding board? What have you already looked at as possible solutions? What has/hasn’t worked? How does this fit in with your overall job of …………………? How will dealing with this it our mission statement? What’s going to be outstanding about dealing with this? What new opportunities may present themselves once we’ve dealt with this? What are your work objectives – the things that must be achieved – to know you are tracking well in your role? Are we focusing on the right problem? Is there something else we need to be l looking at instead? *** How does this discussion link to our team/organisational vision? How does what we are discussing move us towards our goals? What are we looking to achieve from this discussion? What is the purpose of this discussion? Who needs to be included in this discussion? What would be a great outcome? Are we focused on purpose or process? How will we know we’ve achieved our desired outcome?
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Challenges / Opportunities
Trust
Focus
Agenda
Challenges
Opportunities
AWARENESS
CAPABILITIES
ENVIRONMENT
CONFIDENCE
QUESTIONING
Challenges – that which has the potential to impede progress
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Commitment
Accountability
Trust
Agenda
Challenges
Opportunities
Focus
Commitment
RESOURCES
PEOPLE
CHOICES
OUTSIDE THE BOX
QUESTIONING
Opportunities – that which has the potential to assist progress TO DETERMINE THE CHALLENGES AND OPPORTUNITIES AWARENESS
What’s your understanding of what’s required?
What do you think this will take?
Can you walk me through the steps you’re going to take?
CAPABILITIES
What skills are needed?
What competence is needed to do this?
What skills do we need to bring in?
ENVIRONMENT
What is missing by way of equipment, materials, resources to do this?
CONFIDENCE
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Accountability
What’s your level of confidence when you think about completing this task?
RESOURCES
What do we need to get in to complete this?
PEOPLE
Who do we need to bring in?
CHOICES
What new choices do we need to make to get this done?
OUTSIDE THE BOX
What has never been done?
QUESTIONING
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Stay curious always
Commitment
Trust
Agenda
Challenges
Opportunities
Commitment
Focus
WAY FORWARD
TIMEFRAME
EVIDENCE
ACTION PLAN
QUESTIONING
Commitment – a decision made on how to proceed
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Accountability
TO DETERMINE COMMITMENT WAY FORWARD
What is it that you think needs to happen?
What’s the next step?
What do you need to complete this?
TIMEFRAME
What is the deadline for this to be completed?
What deadlines need to be put in place that are incremental?
EVIDENCE
How will we know this is done?
How will we know this is on track?
ACTION PLAN
Put together a complete project plan
QUESTIONING
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Stay curious always
ACCOUNTABILITY
Trust
Agenda
Challenges
Opportunities
Focus
Commitment
Accountability FOLLOW UP
EVALUATION
FEEDBACK
ACKNOWLEDGE
CHAMPION
QUESTIONING
Accountability – measure progress either by self or someone external
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TO DETERMINE THE ACCOUNTABILITY FOLLOW UP
Arrange check ins periodically to assure it stays on track
EVALUATION
Compare ‘agenda’ goals to current results and assess and evaluate progress and to identify areas where progress needs to be made
Evaluation can be based on the profiling tools provided in this manual
FEEDBACK
Make time available to check in, see progress and provide feedback for correction of trajectory
ACKNOWLEDGE
Provide acknowledgement where there is evidence of progress, evidence of learning, evidence of making different mistakes rather than the same ones
CHAMPION
Remind the team member of their abilities and skills to complete the task
QUESTIONING
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Stay curious always
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SHARON PEARSON Disruptive Leadership Module 3 | TACOCA for Leaders Edition 1 | Version 4 | December 16 Published by The Coaching Institute Copyright 2016 Š The Coaching Institute All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, mechanical or electronic, including photocopying and recording, or by information storage and retrieval system without permission in writing from the publisher. In some instances, people or companies portrayed in this book are illustrative examples based on the author’s experiences, but they are not intended to represent a particular person or organisation.
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