Coaching Audit Staff for High Performance Course

Module 1: Setting Expectations

• Establishing expectations: Overcoming a lack of understanding
• Coaching responsibilities of auditors
• The GAGAS framework
• Coaching for high performance in audit organizations
• Organizational culture
• Setting the tone for high performance
• Command and control?
• Employee empowered?
• Setting expectation
• Getting action on tasks through delegation
• The role of delegation
• What can you delegate? Why delegate?
• Why managers fail to delegate
• Obstacles to an accountability culture
• The role of empowerment
• Empower and delegate by setting clear expectations
• Be SMART about setting goals
• Performance expectations cascade from top down

Module 2: Monitoring, Measuring and Motivating High Performance

• Sharpening measures for performance and accountability
• Managing by the numbers
• Motivation facts
• Intrinsic and extrinsic motivation
• Giving praise
• The power of positive language – Use the 4-step praise model
• The Pygmalion effect

Module 3: Feedback to Feed-forward Crucial Conversations

• Examples of coaching situations
• Characteristics of effective coaching feedback
• Listening skills
• Providing feedback
• The do’s of providing feedback
• The don’ts of providing feedback
• Getting feedback on performance
• Empathy — Seeing, feeling and understanding things from their point of view
• Crafting your coaching message
• “I” messages
• Examples of “You” and “I” messages

Module 4: Performance Evaluations

• Coaching for success – The performance review
• The supervisor’s performance assessment role
• Approaches to performance evaluations
• Guidelines for performance conversations
• Performance appraisals that sing!
• Coaching statements

Module 5: Turning Poor Performers Around – Or Out

• Introduction
• Diagnosing the problems
• Selecting appropriate actions
• Step 1: Build relationship
• Step 2: Describe current performance
• Step 3: Evaluate the impact
• Step 4: Commit to a plan
• Step 5: Redirect excuses
• Step 6: Clarify consequences
• Step 7: Follow-up
• Iceberg model of counseling
• Suggestions for confronting poor performance
• Turning around poor performers
• Types of employees
• Managerial faults – Related to “can’t do”
• Organizational faults – Related to “can’t do”
• Attitude problems
• Attitude solutions
• Negative attitudes: Fixing needy employees/chronic complainers
• Four-step model – For converting “can’ts and won’ts” to “cans”

Module 6: Discipline and Due Process

• Due process
• Discipline as due process
• Act following the hot-stove rule
• Due process in organizations
• Fair disciplinary procedure requirements
• Summary: Coaching characteristics of high performance leaders/managers