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Welcome to “Around the Cubicle in 120 Seconds.” This is Rob Benson, back, we’re continuing with our performance coaching tips. Briefly, the five steps are:
Last week, we talked about “Praise Performance.” Let’s look today at the second phase. Once you’ve told them that you appreciate some of the work that they are doing, it’s time for you to identify your area of concern. So, continuing with the example that we did last week, “John, you’re getting your projects in late. How come? What’s going on with that?”
You’ll notice that I asked “open” questions, not “closed” questions because I want the other person to honestly think and give a real answer to what’s going on with them. The only way that I can help him think of a solution later on in the process is if we both understand the reasons why “we’re late” in the first place.
Now, at that point, I need to listen. I need to “tune in” to what they are actually saying to me, and I am probably going to periodically need to refocus the person. Often times, when you say “John, what’s going on with those projects? How come they’re late?” the first response you’re going to get is not real answers to real reasons; it’s going to be “oh, man, I’m sorry, you know …” and it’s going to be a whole lot of defensiveness and [he] just doesn’t want to talk about it. So I need to keep tuning him back – “yeah, I appreciate that, John, thanks so much, and it’s time … you know, tell me really … I really want to know so that we can work this through. John, what’s going on with that?”
So, Ask Open Questions. Get them thinking about it, then you’ll be prepared to help bring them back to your expectations, which we’ll talk about in our next segment. Thanks so much, this has been Rob Benson, with “Around the Cubicle in 120 Seconds.”
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We’ve shared numerous posts about how to coach your average-to-excellent performers to ever higher levels. We call that process “Performance Coaching.” It’s simple and it works … for almost everyone.
While it is true that, as a manager, one shouldn’t focus all of one’s coaching efforts on the low performer, it is also true that he or she can be a genuine drag on the morale and efforts of the rest of the team.
We suggest that you begin your coaching efforts with the Performance Coaching process outlined in our prior posts.
Should that level of FeedBack prove insufficient to move the dial, it’s time to pull out the “bigger hammer,” Performance Accountability.
“Hammer” of course is a bit of a dysphemism – noone gets hurt in this process, although when done appropriately, the problem performer does sit up straight and take a long, hard look at how they are NOT meeting the mark. You don’t really allow any other choice.
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The Performance Coaching Process
I had the opportunity to speak today to a local Kiwanis club. What topic did I choose? Performance Coaching, of course. One of the simplest and most powerful communication tools to influence a team member or direct report to take accountability for their actions and their results. The end result? Changed behavior.
Most of the time.
I would love to say that it was a “foolproof technique”, but that would get it wrong on at least two counts:
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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?
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“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
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.]
The fifth step of the Performance Coaching process is “Get Commitment.” You’ve just noted an employee’s performance discrepancy, reminded him of the standard, invited and discussed his solution to his problem. His answer sounded logical and, just as important, you think that you heard conviction in his voice. It’s all over but the paperwork, right?
Not exactly. You need to look him in the eye and formally ask him to commit to following through on his great idea. “That sounds like it would really work. Will you do that? Do I have your commitment?” More than just a formality, you’re raising the stakes. You are now asking him to “go on record” that he will follow through and improve his performance.
In most circumstances, you’ll get that commitment. Say thanks, shake hands, high five, finish in whatever way shows your acceptance of his commitment. If, on the other hand, you hear hesitation or “I’ll try,” provide that feedback to the employee. “I’m not hearing full commitment to following through.” Repeat the standard (step 3) again, and ask the employee what he will commit to in order to raise his performance (step 4). Whatever he suggests, finish by again formally asking for his commitment.
[This is the fifth 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 and number four here.]
[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 …
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[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 …
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[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 …
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[The following is the first in a series of email "reminders" that we provide as part of our follow up / ongoing support for clients who have completed our Performance Coaching & FeedBack workshop. Hope that you enjoy. -- Rob]
Congratulations on successful completion of the Performance Coaching & FeedBack workshop. We know that the skills you have learned will be a huge benefit to you and to your employees to the degree that you step out and use them. I encourage you to make good on your commitment to deliberately employ the process to the performance issues you are addressing. Deliberate use will make you more proficient and more confident, both of which translate into more effective conversations.
As we discussed during the workshop, there are five steps to the Performance Coaching process:
The first step of the Performance Coaching process is “Praise Performance.” Praising Performance “works” in that it reinforces positive behaviors and achievements that you want to see repeated; it affirms the associate’s good work; it shows your attentiveness; and it expresses your appreciation.
Praising Performance also works because it prepares the associate to receive constructive criticism … ONLY IF you regularly recognize an associate’s good work and make it a regular part of your performance conversations with him or her.
This Week’s Reminder: Praise Regularly. When you see good work, recognize it. All the time, every time you see it. Then, when you need to have a conversation to raise performance, your associate will be ready to hear your FeedBack.
