performance management skills: overview coaching coaching styles coaching process performance review...
TRANSCRIPT
Performance Management Skills:Overview
CoachingCoaching StylesCoaching ProcessPerformance Review Meetings
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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...
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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