The Performance Coaching Process
We’ve shared a simple and effective 5-step process for sharing feedback and holding another person accountable for performance. Review the basics of that process in our previous blog posts or in our workshop overview. Two related examples below:
How does this relate to our Performance Coaching process?
Continue reading »
[The following is the fourth 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, and number three here.]
As noted in earlier emails, questions are foundational to an effective coaching process. To review, the 5 steps in Performance Coaching are:
Today we turn to step 4. After your associate has admitted his error and you have reviewed the standard, he or she is mentally ready to turn towards a solution, so do your part: ask for it. Ask for a Specific Solution. Note the key words in that phrase …
Continue reading »
[The following is the third 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. -- Rob]
Hey Guys,
Just to review, the 5 steps of the Performance Coaching process are:
An effective step 3 – Review the Standard – is KEY to a successful accountability conversation …
Continue reading »
We define leadership as “creating the environment in which people want to do what you need them to do.”
You don’t have time to “keep after” your folk, you need your people to be accountable for their own behavior and their results. So how do you get their attention focused so that they do their best work when you’re not looking?
Performance System Analysis
[The second in a series of email tips that we provide as part of our follow up / ongoing support for clients who have completed our Performance Coaching workshop. See the first Performance Coaching tip here.]
Remember that the primary goal of any performance conversation is that the associate takes full responsibility for his or her actions and results. Everything we as supervisors do or say in a performance conversation should support that assumption of responsibility.
Most supervisors have been trained to “tell” the associate what’s wrong and how it “needs to be fixed.” We agree, partially …
Continue reading »
The Three Critical Management Inputs to Employee Performance
Picture This: you come around the corner and, without intending to, observe Joe, one of your direct reports, in his cubicle hanging out on Facebook. You’ve spoken with him (with everyone, actually) about the fact that your division is lean and how everyone needs to “pick it up a notch.” You are pretty certain that he is aware of the recent “cease and desist” memo from corporate about unapproved online use.
How does this scenario make you feel? What would you do?
Situations like these put many managers on edge. They know that Joe’s behavior right now is an issue, but “it’s not all that bad.” Many managers will avoid situations like this one. Unless and until Joe’s behavior is “over the top,” they reason, “it’s not worth the effort.”
We’re not here to judge any manager’s decision in the moment about which behaviors merit addressing or not. All too frequently, however,
Continue reading »
