Coaching for Success
Felicia Linch
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Why is performance management important?
‘Poor work ethic in the national labour force’ was ranked as the 6th most problematic factor for doing business in Jamaica.
Source: Global Competitiveness Report 2012/2013, World Economic Forum
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Unclear performance
criteria and/or objectives
Insufficient preparation, by both people managers &
colleague
Poor quality of performance conversations:
• Dialogue top down •Little developmental focus
•Lack of agreement *
Subjective and/or
inaccurate rating tool*
‘Horns’ and ‘Halos’ effect
Lack of continuous feedback
Lack of transparency
regarding criteria for reward
Failure to translate organisational objectives into
individual objectives
Employees re-actions: ability to accept rating and action feedback *
Perception that system
unfair *
Contextual Factors, i.e. inhibiting
culture
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1. Clear and agreed objectives
2. Quality performance conversations
3. Rating Accuracy
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Coaching for Success
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Do you:
•Prepare for the meeting and give the
employee advance notice of your ratings
•Give clear evidence to support rating
•Give ‘constructive feedback’
•Explore the options- letting the employee take ownership
• Agree a plan of action and a follow-up process
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“A conversation is a dialogue, not a monologue. That's why there are
so few good conversations…”
Truman Capote
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Differentiation
• Coaching – Healthy People, forward looking
• Coaching – Not an expert, provides perspective
• Coaching – Not an expert, knows the right questions to ask
• Counseling – hurting people, looks to the past
• Mentoring – expert, teaching how to do it
• Consulting – expert , knows the right answers
Definition
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1. Coaching is a Transformational Conversation
2. Coaching is a Transparent Relationship.
3. Coaching is a Support System for Change
4. Coaching is Continuous Leadership Development
Source: LifeForming Leadership Coaching
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A useful coaching conversation model.
Goals – The Agenda for the discussion
Reality – The Current Reality of the situation
Options – The possible solutions
Will – The commitment to action steps
Developed by Sir John Whitmore, ‘Coaching for Performance’
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To be constructive feedback needs to be
Timely and specific. The B.I.C. formula
can help:
• Behaviour
• Impact
• Consequence
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Is this really necessary?
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Studies show that:
“there is a direct relation between motivation and performance and performance is
dependent on the motivation”.
Singh, Sharma, Prasshar, (2011) ‘Study of Linkage between motivatio0n and performance’ Social Science Research Network
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As long as the tasks involve mechanical skills only , then monetary rewards increase performance
MIT Studies
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BUT where the task involves more than rudimentary cognitive skill:
higher reward = poorer performance
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• Autonomy
• Mastery
• Purpose
Daniel H. Pink (2011)‘Drive: the surprising truth about what motivates us’
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In your groups think of 2 ways to motivate your team using:
• Autonomy
• Mastery
• Purpose
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Human life will never be understood unless its highest aspirations are taken into account. Growth, self-actualisation, the striving toward health, the quest for identity and autonomy, the yearning for excellence (and other ways of phrasing the striving "upward") must by now be accepted beyond question as a widespread and perhaps universal human tendency.
Abraham Maslow, (1954) Motivation and Personality.
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