Performance Management Skills:Overview

CoachingCoaching StylesCoaching ProcessPerformance Review Meetings

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2

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The Four-Step Coaching Process

Developing a mutually agreed change plan

Preparing to coach

Engaging in active coaching

Evaluating for feedback and follow-up

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Preparing to Coach: Applying the ABC ApproachAntecedents

What things must come before the person does the job?

BehaviorCan the person do the job if he or she wanted

to?Consequences

What are the consequences of doing the job right?

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FIGURE 10–1 A Short Course in Improving Interpersonal Communications

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Establishing an EffectiveMentoring Program

Require mentoring?Provide mentoring training?Does distance matter?Same or different departments?Big or small difference in rank?

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Choosing a MentorChoose an appropriate potential mentor.

Don’t be surprised if you’re turned down.

Be sure that the mentor understands what you expect in terms of time and advice.

Have an agenda.

Respect the mentor’s time.

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Characteristics of Effective MentorsAre professionally competent

Are trustworthy

Are consistent

Have the ability to communicate

Are willing to share control

Set high standards

Are willing to invest time and effort

Actively steer protégés into important work

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FIGURE 10–2Coach’s Self-EvaluationChecklist

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Coaching and MentoringCoaching

Involves educating, instructing, and training subordinates

Focuses on teaching shorter-term job-related skillsMentoring

Is actively advising, counseling, and guidingIs helping employees navigate longer-term career

hazardsIs leading highly trained employees and self-managing

teams Supplants the need for authority and for giving orders

for getting things doneCoaching and mentoring require both analytical and

interpersonal skills.10–9

Coaching: Definition (1)

Helping relationshipManager

Interacts with employee andTakes active role and interest in performance

Coaching: Definition (2)

Collaborative ongoing processDirecting employee behaviorMotivating employee behaviorRewarding employee behaviorConcern with long-term performance

Understanding Successful CoachingGuiding Principles (1)

A good coaching relationship is essential:Trusting and collaborativeWilling to listen in order to understand

Looking for positive aspects of the employee

Understanding that coaching is done with the employee, not to the employee

Understanding Successful CoachingGuiding Principles (2)

The Employee is the Source and Director of change

The Employee is whole and unique

The Coach is the Facilitator of the Employee’s growth

Major Coaching Functions:

Give adviceProvide guidanceProvide supportGive confidencePromote greater competence

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Managers are responsible for implementing a plan. Leaders grow the dream and enroll people to help achieve it.

Leading vs. Managing LeadingAim is positive

changeSetting directionAligning people to

visionMotivatingCoaching

ManagingAim is predictable,

orderly resultsOrganizingStaffing PlanningBudgetingSolving problems

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HEART

MotivationEnergyEnthusiasmPassion

FrameworksModelsToolsExamples

DemonstrationBehaviours

WALKING THE TALK

PERSONAL ENGAGEMENT

HEAD

INTELLECTUALUNDERSTANDING

HAND

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GROW stepsG – GOAL: What do you want?

R – REALITY: What is happening now?

O – OPTIONS: What could you do?

W – WILL: What will you do?

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WILLWhat will you do next…?How, when, with whom…? What do you need from me?

OPTIONSWhat could you do to move yourself just one step forward…?What are your options…? How far towards your objective will that take you…?

REALITYWhat is happening now that tells you…? Describe the current situation… What made you realisethat you need to do somethingdifferent?

GOALWhat do you want to move forward on…?What can we achieve in the timeavailable…? What would be the most helpful thing for you to take away from this session?

TOPICTell me about… What would you like to think/talk about…?Give me a flavour in a few short sentences...

T

G R O

W

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Key Coaching Behaviors Establish developmental objectives

Communicate effectivelyMotivate employeesDocument performanceGive feedbackDiagnose performance problems

Develop employees

The Good Coach Questionnaire

Do you listen to your employees? Do you understand the individual needs

of your employees? Do you encourage employees to express

their feelings openly? Do you provide your employees with

tangible and intangible support for development?

Do your employees know your expectations about their performance?

(continued on next slide)

The Good Coach Questionnaire (continued)

Do you encourage open and honest discussions and problem solving?

Do you help your employees create action plans that will

Solve problems?Create changes?

Do you help your employees explore potential areas of growth and development?

Coaching Styles

More More assertiveassertive

Less Less assertiveassertive

Task & Fact Task & Fact orientedoriented DriverDriver AnalyzerAnalyzer

People People orientedoriented PersuaderPersuader AmiableAmiable

Adaptive coaches use all stylesaccording to employee needs:

Sometimes providing directionSometimes persuadingSometimes showing empathySometimes paying close attention to

rules and established procedures

Coaching Process

Coaching Process:

Set Developmental GoalsIdentify Resources and Strategies Needed to Implement Developmental Goals

Implement Developmental Goals

Coaching Process: Overview of remaining steps

Observe and Document Developmental Behavior and Outcomes

Give FeedbackPraiseNegative Feedback

Observe and Document Developmental Behavior and Outcomes

Constraints:TimeSituationActivity

Organizational Activities to improve documentation of performance

Good communication plan to get manager buy-in

Training programsRater error trainingFrame-of-reference trainingBehavioral observation trainingSelf-leadership training

Reasons to document performance

Minimize cognitive loadCreate trustPlan for the futureProvide legal protection

Recommendations for Documentation

Be specificUse adjectives and adverbs sparinglyBalance positives with negativesFocus on job-related informationBe comprehensiveStandardize proceduresDescribe observable behavior

Giving Feedback

Main purposes:Help build confidenceDevelop competenceEnhance involvementImprove future performance

Potential costs of failing to provide feedback:

Employees are deprived of chance to improve their own performance

Chronic poor performanceEmployees have inaccurate perceptions of how their performance is regarded by others

To be effective, feedback should:

Be timelyBe frequentBe specificBe verifiableBe consistent (over time and

across employees)Be given privatelyProvide context and consequences

To be effective, feedback should: (continued)

Provide description first, evaluation second

Cover the continuum of performanceIdentify patternsDemonstrate confidence in employeeAllow for both

Supervisor’s advice and Idea generation by both

Employee Supervisor

Guidelines for Giving Praise

Be sincere – only give praise when it is deserved

Give praise about specific behaviors or results

Take your timeBe comfortable with act of praisingEmphasize the positive

Giving Negative Feedback

Managers avoid giving negative feedback due to:

Negative reactions and consequencesNegative experiences in the pastPlaying “god”Need for irrefutable and conclusive

evidence

Negative feedback is most useful when it:

Identifies warning signs and performance problem is still manageable

Clarifies unwanted behaviors and consequences

Focuses on behaviors that can be changed

Comes from a credible sourceIs supported by hard data

Feedback Sessions should always answer: (1)

How is your job going?Do you have what you need to do your job?

Are you adequately trained?Do you have the skills and tools you need to do your job?

Feedback Sessions should always answer: (2)

What can be done to improve?JobProductServices

How can you better serve your customers?InternalExternal

Supervisory roles in managing performanceJudge

Evaluate performanceAllocate rewards

CoachHelp employee solve performance

problemsIdentify performance weaknessesDesign developmental plans

Performance Review Formal Meetings

Possible types of formal meetings:

1. System Inauguration2. Self-Appraisal3. Classical Performance Review4. Merit/Salary Review5. Developmental Plan6. Objective Setting

Steps to take before meeting:

Give at least 2 weeks noticeBlock sufficient timeArrange to meet in a private location

without interruptions

Merged Performance Review MeetingComponents

1. Explanation of meeting purpose2. Employee self-appraisal3. Supervisor & employee share rating and

rationale4. Developmental discussion5. Employee summary6. Rewards discussion7. Follow-up meeting arrangement8. Approval and appeals process

discussion9. Final recap

Possible defensive behaviors of employeesFight response

Blaming othersStaring at supervisorRaising voiceOther aggressive responses

Flight responseLooking/turning awaySpeaking softlyContinually changing the

subjectQuickly agreeing without

basisOther passive responses

To prevent/reduce defensive behaviors

Establish and maintain rapportBe empatheticObserve verbal and nonverbal cuesMinimize threatsEncourage participation

When defensiveness is unavoidable:

Recognize itAllow its expression

Accept employee’s feelingsAsk for additional information and

clarification (if appropriate)

If situation becomes intolerableReschedule the meeting for a later time

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Creating a coaching culture• Build on strengths, create energy for positive change

• Value everyone’s differences and uniqueness

• Have regular, consistent, structured conversations with

each person

• Plan and agree on stretch goals; review frequently

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"Bad habits are like a comfortable bed, easy to get into, but hard to get out of." Unknown

Group Exercise ABreak into groups.Work in your groups to define

Seven features of a good coaching relationship.

Think about coaches you have admired.

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"Bad habits are like a comfortable bed, easy to get into, but hard to get out of." Unknown

Group Exercise BBreak into groups.Work in your groups to define

Seven habits, qualities, attributes or traits of a good coach.

Think about coaches you have admired.

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"I don' like that man. I'm going to have to get to know him better." Abraham Lincoln

Group Exercise CBreak into groups.Work in your groups to define the process of

coaching The five step process of how a coaching relationship

unfolds over time; what happens first, then the rest of the sequence

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The Coach in YouCurrent Strengths

Opportunities