Honey Shelton
Honey Shelton brings the best of both worlds to her speaking and training engagements. She has 25 years of experience as a training and quality improvement consultant for banks and banking associations across the country. Her banking background includes spending three years as Executive Vice President/Chief Retail Banking Officer with First Victoria National Bank.
Nationally recognized as an outstanding speaker, over a half million bankers have participated in programs Honey has presented. Her depth of knowledge, enthusiasm, and compelling personality has left her lasting mark on InterAction Training, the firm she founded in 1983.
As a graduate of the School of Bank Marketing from the University of Colorado, she realizes the value of quality education. Honey invests time as a faculty member for banking schools around the country. She is a repeat presenter for most of the state banking associations.
Honey continues in her own personal pursuit of excellence and is a member of the American Society of Training and Development (ASTD). Currently she is pursuing a self study program on Six Sigma. She has obtained certification in Reality Therapy from the William Glasser Institute as well as certification from the Training and Development Program at Texas A & M.
Wednesday, June 6th, 2012
1:30 pm
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3:30 pm CT
Are you ready to learn how to coach and confront sticky situations effectively? Help is here. Honey Shelton, highly experienced trainer/coach has been teaching a method InterAction Training has coined, Coaching Choices , a proven, theory based approach to coaching others for many years. Based on Choice Theory, the legendary work of Dr. William Glasser, which tells us that we have the power to affect change in our lives regardless of our circumstance and that we bear personal responsibility for the choices we make, Coaching Choices works.
Seven Steps to Success at Coaching Others:
Advise an employee of their current performance state. Specify precisely what is unacceptable or inadequate about the current performance state, or what is acceptable and adequate about the current performance state. Specify precisely what the expectation is for performance and behavior. Determine and develop ideas, solutions, and actions that can repair inadequate performance or strengthen and enhance good performance. Provide clear consequences of continued, unimproved performance or behavior. Provide clear consequences of improved performance or behavior. Maintain documentation on key points, agreements and anything needing follow up. Learn how to coach and confront employee situations like these:
Chronically Tardy: You find yourself frustrated because in spite of you addressing this issue with your employee, she just can't seem to get what "on time" means.
Indifferent/No Energy: You've nudged this employee several times to show some initiative and appear receptive when dealing with others but nothing has budged him from a state of indifference. Your employee seems morose a lot of the time, not a team player, little or no enthusiasm, not rude per se, but not friendly either.
I'm Not Paid Enough: What do you do with the outspoken employee that doesn't hesitate to speak up often and loudly that she doesn't think she's paid enough? You could describe this person as an employee that does her job well, but never hesitates to complain about what she doesn't like. She doesn't hesitate to crusade for her causes and has stepped over the line more than once speaking her mind.
Who Should Attend?
Anyone who supervises others will benefit from this webinar.
