“Oops, I did a step out of order.  We didn’t learn it that way …” Lest you get overly concerned with precision in the process, let’s step back for a moment.

The Performance Coaching process itself isn’t magic.  The tool simply provides a structure for you to express

• your caring for the employee and his work;
• your recognition for his good work;
• your respect for his ability to pick up his game; and
• your belief that he wants to do a good job.

It “works” because you are actually expressing faith in him.  And your people have a way of living up to your expectations.  If you think someone is a lousy SOB and a slug, the sweetest words won’t induce the slightest positive change, only cynicism.  If you really do respect your employee and approach him with the best intent, that too will be communicated.

We encourage you to consciously use the  Coaching processes we shared with you: the particular steps, the order of those steps, the logic and power of those steps have been validated in real use over time.  In short, they work to move employees to assume personal accountability for their behavioral choices.

And don’t sweat doing it “perfectly,” just do your best.  You’ll get more confident and proficient over time.  And you’ll have been positively exerting your leadership and influencing the employee all along, even when you weren’t “perfect.”

The ONLY absolute wrong way to have a performance conversation … is not to have it. You’ll be more effective if you follow the process and tips we’ve provided in the workshop and reinforced in these newsletters.  But don’t let the perfect be the enemy of the good. Step out, do your best, and you’ll be moving in the right direction.  And your employee will be better for it.

[This is the sixth in a series of emails that we provide to graduates of our Performance Coaching & FeedBack workshops to support their continued growth. Get email number one here, number two here, number three here, number four here and number five here.]