Coaching Team 3

8/12/2019 Coaching Team 3

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Coaching for Performance and Change

By: Kim Duong

Jennifer Watson

HMRS 553 ! "raining and De#e$o%ment

&o#em'er () *++5

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"a'$e of Contents

Book Reviews........................................................................................................3 Coaching for Improved Work Performance..........................................................4

Coaching for Performance: GROWing People, Performance, andPurpose...............................................................................................17

Analysis of Book Reviews..........................................................................27Practitioner Interviews...................................................................................30

Todd ish...........................................................................................................31!on"a Greer.......................................................................................................33#" Wong............................................................................................................35Ru$h Richmond...................................................................................................37Chari$" ell, P%R...............................................................................................40

&oug !ellers.......................................................................................................43Analysis of Practitioner Interviews.......................................................46Academic Research........................................................................................48Analysis of Academic Research.............................................................72Implications..........................................................................................................75

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Boo, Re#ie-s

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Coaching for .m%ro#edWor, Performance

By: /erdinand /ournies

Re#ie-ed 'y: JenniferWatson

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/ournies) /erdinand /0 1*+++20 Coaching for .m%ro#ed Wor, Performance0 &e-or,: Mc4ra- Hi$$0

In Coaching for Improved Work Performance Ferdinand Fornie! de!cri"e! a"ehaviora# approach $o o"$aining re!#$! from emp#o%ee!. &e $e##! manager! $ha$

$raining in p!%cho#ogica# me$hod! 'i## no$ he#p $hem improve performance "eca!e $he$raining doe! no$ $e## $hem ho' $o do i$. I$ !imp#% e(p#ain! concep$! $ha$ $ake %ear! forprofe!!iona# P!%cho#ogi!$! $o #earn and app#%. In!$ead) he "e#ieve! $ha$ foc!ing on $heemp#o%ee!* "ehavior i! $he ke% $o correc$ing and improving performance.

Fornie! !$ar$! "% e(p#aining 'h% manager! !a##% fai# a$ managing emp#o%ee!. Fir!$)companie! !a##% mea!re a manager*! !cce!! "% $he re!#$! $ha$ he o"$ain! for $hecompan% +ie !a#e! or revene,) a! 'e## a!) hi! #eader!hip !ki##!) and hi! 'i##ingne!! $oac$. -he rea#i$% i! $ha$ i$ i! $he manager*! emp#o%ee! 'ho o"$ain $he re!#$!. -hemanager*! !cce!! i! rea##% a"o$ choo!ing $o he#p hi! emp#o%ee! !cceed. Fornie!c#ear#% !$a$e! $ha$ %o need $hem more $han $he% need %o/. #!o) once a manager

ha! fai#ed i$ i! !a##% "#amed on !ome$hing he !ho#d have done. -he pro"#em i! $ha$no one ever $o#d $he manager ho' $o do i$. I$ i! a!!med $ha$ $here i! a charac$er f#a''i$hin $he manager $ha$ ha! ca!ed $he fai#re) "$ cer$ain#% $here co#d "e a #ack of$raining $ha$ ca!ed $he fai#re. Fornie!* me$hod $e##! manager $o #ook a$ $hi! concep$'i$h $heir o'n emp#o%ee! and do 'ha$ i! nece!!ar% $o make an emp#o%ee !cce!!f#)ra$her $han !$ con!idering $ha$ a fai#re i! a charac$er f#a'.

In order $o "e a good manager Fornie! !$a$e! $ha$ one m!$ "e#ieve $ha$ 'hen anemp#o%ee fai#! $he manager ha! fai#ed. If a manager i! de$ermined $o "e#ieve $ha$ aperformance i!!e i! "a!ed on an nchangea"#e fac$or $hen $he manager e#imina$e! a##o$her op$ion! $o fi( $he pro"#em. ne canno$ read an emp#o%ee*! mind and !ho#d no$a$$emp$ $o conc#de 'ha$ $he pro"#em i!. n#% $he emp#o%ee kno'! 'ha$ i! 'rong and$he manager can on#% kno' "% a!king $he emp#o%ee. Fornie! a#!o encorage!manager! $o #ook a$ emp#o%ee! a! "!ine!! re!orce!. If a manager "ogh$ ane(pen!ive piece of eipmen$ for $he office and fond o$ af$er !i( mon$h! $ha$ i$ 'a!comp#e$e#% 'or$h#e!! $o $he compan%) he 'o#d no$ go $o $he "o!! and !a% $ha$ $hi! 'a!a 'a!$e of mone% and i$ need! $o "e di!po!ed of. -he manager 'o#d $r% $o make $hepiece of eipmen$ 'ork. &o'ever) i$ i! accep$a"#e for manager! $o go $o $he "o!! !i(mon$h! af$er hiring an emp#o%ee and !a% $ha$ he i! no$ righ$ for $he compan%. Ifmanager! $ake f## re!pon!i"i#i$% for $heir hman re!orce! a! $he% do $heir nonhmanre!orce! $he% 'i## "e a"#e $o !ee $he 'or$h of $he re!orce) a! 'e## a!) $he co!$ of $here!orce. an% companie! do no$ ca#c#a$e $he co!$ of rep#acing an emp#o%ee) "$ if$he% ca#c#a$e $he co!$ of po!$ing ad!) pa%ing a per!on or per!on! $o in$ervie'candida$e!) $raining ne' emp#o%ee!) $he #o!! of prodc$ivi$% 'hi#e $he emp#o%ee i! in$raining) and $he co!$ of $he o$her emp#o%ee! or $he !pervi!or covering $he po!i$ion'hi#e $he compan% i! #ooking for a rep#acemen$) $he co!$ can of$en add p $o $he anna#!a#ar% of $he po!i$ion. I$ appear! $ha$ i$ 'o#d "e cheaper for $he manager and $hecompan% $o coach and $rain $he crren$ emp#o%ee $han i$ 'o#d "e $o rep#ace him or her.Fornie!* main poin$ in hi! $heor% i! $ha$ a! a manager %o are no$ "%ing $he per!on*!!o# 'hen %o hire an emp#o%ee) ra$her %o are ren$ing $heir "ehavior!. pecific

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"ehavior! are 'ha$ i$ $ake! $o ge$ a o" done and if $he manager foc!e! on $ho!e"ehavior! ra$her $han $he per!ona# $rai$! of $he emp#o%ee) he or !he 'i## "e more!cce!!f# a$ coaching and o"$aining re!#$! from emp#o%ee!.

an% $heorie! of mo$iva$ion !ho' p in $raining for manager!. o!#o'*! hierarch% of

need! $heor% !$a$e! $ha$ peop#e have !pecific need! and $he% 'i## foc! on $ha$ needn$i# i$ i! me$. f$er $ha$ $here i! ano$her need $ha$ m!$ "e me$. &e "e#ieve! $ha$peop#e foc! on $heir o'n need!. For a manager $hi! 'o#d mean $ha$ he 'o#d have$o kno' 'ha$ need each emp#o%ee i! foc!ing on 'hi#e $he% are a$ 'ork) 'hich for $hemo!$ par$ 'o#d "e an impo!!i"#e $a!k. e($) cregor ha! $'o $heorie! of mo$iva$ion.-he $heor% !$a$e! $ha$ peop#e di!#ike 'ork) have #i$$#e de!ire for re!pon!i"i#i$%) and areno$ am"i$io!. If a manager "e#ieve! $hi! $heor% he 'i## have $o mo$iva$e $he emp#o%ee!'i$h mone% and $hrea$! of pni!hmen$. cregor*! o$her $heor% i! $he 9 $heor% 'hich!a%! $ha$ peop#e are no$ na$ra##% #a:% and irre!pon!i"#e) "$ ra$her $he% can direc$ $heiro'n effor$! and "e crea$ive if mo$iva$ed proper#%. In $hi! ca!e a manager 'o#d giveemp#o%ee! more re!pon!i"i#i$% and e(p#ain $o emp#o%ee! 'h% cer$ain $a!k! m!$ "e

done. -he manager ma% a#!o a!k for $he emp#o%ee!* opinion! on $hing! and 'i##a!!me $ha$ $he emp#o%ee! have a 'i##ingne!! $o "e !cce!!f#. Fina##%) &er:"erg"e#ieve! $ha$ $he $hing! $ha$ !a$i!f% an emp#o%ee are differen$ from $he $hing! $ha$di!!a$i!f% an emp#o%ee. &e ca##! $he $hing! $ha$ di!!a$i!f% emp#o%ee! $he h%gienefac$or!. -he!e fac$or! inc#de $hing! #ike pa%) 'orking condi$ion!) and !pervi!ion. -he$hing! $ha$ !a$i!f% an emp#o%ee are $hing! #ike recogni$ion) re!pon!i"i#i$%) and $he ac$a#'ork i$!e#f. &i! $heor% imp#ie! $ha$ even if a manager $ake! a'a% a h%giene fac$or i$ 'i##no$ !a$i!f% $he emp#o%ee. I$ !imp#% make! hi! #i!$ of $hing! $ha$ di!!a$i!f% him !hor$er.Fornie! men$ion! $he!e $heorie! "eca!e $he% are common in manager $raining) andaf$er $raining) manager! of$en go "ack $o $he office $hinking $ha$ $he% can app#% $he!e$heorie! $o $heir emp#o%ee!. Wha$ happen! i! $ha$ $he manager !$ar$! $o "e#ieve cer$ain$hing! a"o$ $he emp#o%ee! "a!ed on $he!e $heorie! and $hen ac$! on $hem. -hi! can#ead $o 'rongf# percep$ion! of emp#o%ee! $ha$ can have deva!$a$ing re!#$!.

In!$ead of $heorie! $ha$ are no$ ea!i#% !ed) Fornie! "e#ieve! in !a"#e concep$!. neof $he!e concep$! come! from eorge ;e##% 'ho di!covered $he #a' of $he e(c#dedmidd#e 'hich imp#ie! $ha$ once %o give a name $o !ome$hing $he on#% $'o a#$erna$ive!avai#a"#e are i$ i! or i$ i!n*$ 'ha$ %o have named i$./ anager! m!$ remem"er $ha$ !$"eca!e $he% ca## !omeone !ome$hing doe! no$ make $ha$ per!on 'ha$ $he% ca##ed$hem and #$ima$e#% ca##ing !omeone !ome$hing $ake! a'a% from pro"#em !o#ving.oreover) peop#e of$en ac$ "a!ed on $he a#$erna$ive! $ha$ $he% !ee are avai#a"#e $o$hem. If $he% are no$ e(perienced a$ cer$ain $hing! $he% ma% "e#ieve $ha$ $heira#$erna$ive! are #imi$ed. If $ha$ i! $he ca!e a more e(perienced per!on !ch a! amanager ma% "e a"#e $o offer more a#$erna$ive! $o $he per!on $here"% e(panding $hea#$erna$ive! $he per!on can choo!e from. -raining can do !$ $ha$. Fornie! remind!manager! $ha$ $he% !ho#d no$ !ee an emp#o%ee*! !i$a$ion from $he a#$erna$ive! $ha$$he% !ee "$ "% $he a#$erna$ive! $ha$ $he emp#o%ee !ee!. nce a manager ha!de$ermined 'ha$ $he emp#o%ee fee#! are hi! a#$erna$ive!) he can he#p $he emp#o%eee(pand $hem.

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Fornie! make! a poin$ $o rei$era$e $ha$ a manager canno$ read an emp#o%ee*! mind.&e !a%! if %o "e#ieve %o are a"#e $o read mind! 'hen $a#king $o o$her peop#e %o arerea##% $a#king $o %or!e#f./ anager! of$en "#ame poor performance on an emp#o%ee*!a$$i$de and $he% of$en !$a$e $ha$ $he% kno' $he emp#o%ee ha! an a$$i$de "eca!e $he%can !$ $e##/. Fornie! nder!$and! $ha$ over $ime a per!on ma% ge$ $o kno' ano$her

per!on*! "ehavior! 'hen $he% are fee#ing cer$ain 'a%! "$ ver% of$en $heir $heorie! ofho' $he per!on i! fee#ing are no$ verified. -he% are !imp#% ge!!ing.


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e!!en$ia# $o $he manager>emp#o%ee re#a$ion!hip. n#% af$er a manager i! !re $ha$ anemp#o%ee heard him correc$#% can a manager "#ame $he emp#o%ee for no$ doing 'ha$'a! a!ked.

Fornie! !rve%ed 25)000 !pervi!or! and manager! a"o$ 'h% $he% $hink emp#o%ee!

do no$ do 'ha$ $he% are !ppo!ed $o do. &e fond !i($een rea!on!?

1. -he% do no$ kno' 'ha$ $he% are !ppo!ed $o do.2. -he% do no$ kno' ho' $o do i$.3. -he% do no$ kno' 'h% $he% !ho#d do i$.4. -he% $hink $he% are doing i$ +#ack of feed"ack,.5. -here are o"!$ac#e! "e%ond $heir con$ro#.6. -he% $hink i$ 'i## no$ 'ork.7. -he% $hink $heir 'a% i! "e$$er.8. -he% $hink !ome$hing i! more impor$an$ +priori$ie!,.@. -here i! no po!i$ive con!eence $o $hem for doing i$.

10.-here i! a nega$ive con!eence $o $hem for doing i$.11.-here i! a po!i$ive con!eence $o $hem for no$ doing i$.12.-here i! no nega$ive con!eence $o $hem for no$ doing i$.13.Per!ona# #imi$! +incapaci$%,.14.Per!ona# pro"#em!.15.Fear +$he% an$icipa$e f$re nega$ive con!eence!,.16.o one co#d do i$.

Fornie! poin$! o$ $ha$ mo!$ of $he!e re!#$ from a #ack of direc$ion and #ack offeed"ack from $he manager. -hi! #ead! him $o hi! coaching ana#%!i!/ $ha$ he#p! amanager dea# 'i$h each of $he rea!on! 'h% an emp#o%ee doe! no$ do 'ha$ he i!!ppo!ed $o do. =e#o' i! $he deci!ion $ree $ha$ Fornie! !e! $o he#p 'a#k manager!$hrogh $he coaching proce!!?

Iden$if% "ehavior di!crepanc%

AI! i$ 'or$h %or $ime andeffor$B o

DonE$ 'a!$e %or $ime oni$.

A 9e!

Do $he% kno' performance i!n!a$i!fac$or%B o ive $hem Feed"ack.

A 9e!

Do $he% kno' 'ha$ $he%Ere!ppo!ed $o doB o -e## $hem.

A 9e!

Do $he% kno' ho' $o do i$B o -rain $hem or give $hemprac$ice.

A 9e!

Do $he% kno' 'h% $he% !ho#ddo i$B o -e## $hem.

A 9e!

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re $here o"!$ac#e! "e%ond$heir con$ro#B 9e! emove o"!$ac#e!.

A 9e!

Do $he% $hink %or 'a% 'i## no$'orkB 9e! Convince $hem.

A 9e!

Do $he% $hink $heir 'a% i!"e$$erB 9e! Convince $hem.

A 9e!

Do $he% $hink !ome$hing e#!ei! more impor$an$B 9e!


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di!cip#ine $he emp#o%ee. Gn$i# a## of $he !$ep! have "een comp#e$ed $he manager ma%"e#ieve $he performance or #ack of performance i! de $o one rea!on) 'hen $heinve!$iga$ion ma% find ano$her rea!on.

-he fir!$ !$ep in $he coaching ana#%!i! i! $o iden$if% $he pro"#em "ehavior. I$ i! impor$an$

$o kno' 'ha$ $he emp#o%ee i! !pecifica##% doing 'rong no$ !$ a genera# idea. Fornie!give! $he e(amp#e of an emp#o%ee 'ho i! a'a% from hi! de!k more of$en $han o$heremp#o%ee!. G!a##% $he manager canno$ give an e(ac$ nm"er of $ime! $he per!on i!a'a% from hi! de!k or give an e(ac$ nm"er of $ime! o$her emp#o%ee! are a'a% from$heir de!k!. Gn$i# $he manager find! $hi! o$ he canno$ give $he emp#o%ee a !pecifice(amp#e of $he !i$a$ion. =% doing a 'ork !amp#e) ho'ever) $he manager cande$ermine ho' of$en a## of hi! emp#o%ee! are a'a% from $heir de!k! and ac$a##% find forcer$ain $ha$ $he emp#o%ee in e!$ion i! in fac$ a'a% from hi! de!k more $han o$her!.&e !gge!$! 'a#king $hrogh $he 'ork area !evera# $ime! a da%) ever% hor if po!!i"#e)and recording on a !hee$ of paper ho' man% $ime! $he emp#o%ee i! a'a% from hi! de!k)a! 'e## a!) ho' man% $ime! each o$her emp#o%ee i! a'a% from $heir de!k!. $ $he end

of $he !amp#ing period $he manager 'i## have concre$e informa$ion a"o$ $he !pecific"ehavior. If $he !pecific "ehavior i! no$ c#ear#% defined i$ can ca!e pro"#em! 'hen$a#king $o $he emp#o%ee in $he f$re.

e($) Fornie! a!k! $he impor$an$ e!$ion of I! i$ 'or$h %or $imeB/ ince amanager*! $ime i! !a##% ver% #imi$ed i$ i! impor$an$ for $he manager $o foc! on $he$hing! $ha$ are ac$a##% a pro"#em for $he compan%. If for e(amp#e an emp#o%ee i! fivemin$e! #a$e $o 'ork ever%da% "$ $he emp#o%ee ge$! a## of hi! 'ork done and i! 'i##ing$o !$a% #a$e if nece!!ar% $o comp#e$e an a!!ignmen$) i! i$ rea##% 'or$h $he manager*! $ime$o confron$ $he emp#o%ee a"o$ $hi! "ehaviorB -he manager m!$ make $hi! deci!iona"o$ ever% pro"#em "ehavior $ha$ occr! and if i$ i! no$ de$rimen$a# $o $he compan%$hen i$ ma% "e "e!$ !$ $o #e$ i$ go.

-he ne($ e!$ion Fornie! a!k! i! Doe! $he emp#o%ee kno' $he performance i!n!a$i!fac$or%B/ If $he an!'er i! no $hen $he manager !ho#d #e$ $he emp#o%ee kno'.-he% can do $hi! "% giving ne$ra# feed"ack) !ch a! &o' 'o#d %o de!cri"e goodperformanceB/ From $he!e $%pe! of e!$ion! $he manager can de$ermine if $heemp#o%ee ac$a##% kno'! $ha$ 'ha$ he i! doing i! 'rong. I$ i! impor$an$ $o #ook a$ $hefeed"ack $ha$ %o give $o emp#o%ee! and 'hen %o give i$ $o $hem. If %o 'ai$ n$i# $heend of $he da% $o correc$ n!a$i!fac$or% 'ork i$ 'i## no$ "e a! effec$ive a! correc$ing foreach a!!ignmen$ done dring $he da%.

Doe! $he emp#o%ee kno' 'ha$ i! !ppo!ed $o "e doneB/ -hi! e!$ion can "e "rokenin$o for par$! "eca!e $he emp#o%ee ma% no$ kno' 'ha$ !pecifica##% $he% are !ppo!ed$o do) 'hen $o !$ar$ i$) 'hen $o fini!h i$) or 'ha$ fini!hed i! !ppo!ed $o #ook #ike/. -he#a!$ par$ i! $he mo!$ common. n emp#o%ee ma% fini!h a repor$ and $hink $ha$ i$ i!e(ac$#% 'ha$ $he manager i! #ooking for) "$ $he manager 'an$ed $he repor$ $o inc#de!ome$hing e#!e. If $he manager never $e##! $he emp#o%ee $ha$ 'ha$ i! mi!!ing i!nece!!ar% for $he manager $hen $he emp#o%ee 'i## never kno' 'ha$ $he fini!hed repor$i! !ppo!ed $o #ook #ike. In $hi! ca!e i$ i! impor$an$ for $he manager $o addre!! $he

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i!!e and #e$ $he emp#o%ee kno' e(ac$#% 'ha$ he i! #ooking for in $he repor$. =% doing!o i$ ma% ver% 'e## re!o#ve $he pro"#em performance.

e($) doe! $he emp#o%ee kno' ho' $o do 'ha$ $he manager i! a!king him $o doB In $hi!!ec$ion Fornie! "ring! p man% rea!on! 'h% $raining can of$en fai# an emp#o%ee. &i!

re!earch ha! !ho'n $ha$ mo!$ of $he peop#e 'ho $rain emp#o%ee! in corpora$ion! 'erenever $agh$ ho' $o $each. If $he $rainer doe! no$ kno' ho' $o $each effec$ive#% $henone ma% a!!me $ha$ no$ a## of $he emp#o%ee! 'i## "e a"#e $o #earn 'ha$ $he% need $okno' in order $o perform $heir o"!. In $hi! !ame 'a%) a manager ma% choo!e $he "e!$emp#o%ee $o $rain a ne' emp#o%ee on a $a!k) "$ ho' doe! $he manager kno' $ha$ $heemp#o%ee kno'! ho' $o $rain ano$herB #ong 'i$h $hi!) companie! !a##% do no$ $e!$ $o!ee if $he $raining 'a! effec$ive. -he% !imp#% !end $he emp#o%ee! $o $he $raining anda!!me $ha$ $he% have #earned 'ha$ $he% inden$ed for $hem $o #earn. I$ i! impor$an$ $okno' $ha$ $he $raining per!on kno'! ho' $o $rain emp#o%ee! proper#%) a! 'e## a!) $e!$ing$o make !re $ha$ emp#o%ee! are ac$a##% #earning !ome$hing. If $he compan% ormanager doe! no$ do $hi! $he% canno$ "e !re $ha$ $he emp#o%ee ha! "een proper#%

$rained. #!o) $he poor performance ma% "e ca!ed "% a #ack of prac$ice ra$her $han $he$raining i$!e#f. In $hi! ca!e i$ 'o#d "e ea!% for a manager $o a##o' $he emp#o%ee $oprac$ice $he !ki## more of$en !o $ha$ hi! performance 'i## improve.

e($) i$ i! impor$an$ for an emp#o%ee $o kno' 'h% $he% !ho#d "e doing a par$ic#ar $a!k.If $he emp#o%ee canno$ de$ermine $he va#e of $he 'ork "eing done $hen he ma% $hink$ha$ i$ i! 'or$h#e!! for him $o do i$. manager !ho#d "e a"#e $o $e## $he emp#o%ee 'h% i$i! va#a"#e $o $he compan%. &e can do $hi! "% !ho'ing ho' i$ affec$! o$her!) $he "o$$om#ine) or o$her 'ork $ha$ i! invo#ved. If a manager canno$ $e## an emp#o%ee 'h% $he%!ho#d "e doing !ome$hing $hen perhap! i$ i! no$ $ha$ impor$an$ $o $he compan% and i!no$ nece!!ar% $o do.

ome o"!$ac#e! in $he 'orkp#ace are no$ nder $he emp#o%ee*! con$ro# and !imp#% need$o "e removed in order for an emp#o%ee $o comp#e$e $he 'ork $he manager 'an$! him $odo. If a repor$ i! de $o a manager a$ a !pecific $ime "$ $he emp#o%ee ha! $o re#% on!omeone e#!e $o ge$ $he informa$ion) $he emp#o%ee ma% no$ "e a"#e $o mee$ $hedead#ine. If $he o$her per!on doe! no$ do $heir par$ $he manager canno$ "#ame $heemp#o%ee 'ho $ried $o ge$ $he repor$ $o him. =% iden$if%ing $he o"!$ac#e! $ha$ preven$emp#o%ee! from performing and $r%ing $o remove $hem $he manager can ea!i#% !o#ve aperformance i!!e of $hi! na$re.

If an emp#o%ee $hink! $ha$ $he manager*! 'a% of doing !ome$hing 'i## no$ 'ork) $heemp#o%ee ma% "e re#c$an$ $o $r% i$. In $hi! ca!e Fornie! $e##! $he manager $o e(p#ain $o$he emp#o%ee 'h% hi! 'a% 'i## 'ork. If $he manager ha! done $hi! procedre in o$herarea! and i$ ha! 'orked) he !ho#d give de$ai#ed informa$ion $o $he emp#o%ee a"o$ ho'and 'h% i$ 'orked. If $he emp#o%ee i! !$i## re#c$an$ $he manager !ho#d $e## $hem $o $r% i$and !ee 'ha$ happen!. &opef##%) af$er doing i$ $he manager*! 'a% $he emp#o%ee 'i##nder!$and 'h% he 'an$ed $he emp#o%ee $o do i$ $ha$ 'a%. #ong 'i$h $hi!) if anemp#o%ee $hink! $ha$ hi! 'a% i! "e$$er) $he manager need! $o di!c!! $hi! 'i$h $heemp#o%ee. -he manager ma% a!k Doe! an%one $hink $he% have a "e$$er 'a%B/ If an

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emp#o%ee !a%! %e! $hen $he manager !ho#d $ake $he $ime hear 'ha$ $he emp#o%ee ha!$o !a%. -he emp#o%ee*! 'a% ma% "e "e$$er and if i$ i! no$ $hen $he manager !ho#de(p#ain 'h% i$ i! no$ a "e$$er 'a%. =% doing $hi! "efore a proec$ "egin! a manager can!ave $ime "% re!o#ving $he pro"#em "efore mi!$ake! are made.

Priori$ie! can of$en "e hard for an emp#o%ee $o manage.


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$he emp#o%ee $he proec$ $o correc$ and !$ !imp#% giving i$ $o !omeone e#!e) $heemp#o%ee #earn! $ha$ he can do $hi! for man% proec$!. If he con$ine! $o makemi!$ake! on ever% proec$) he ma% "e a"#e $o !ka$e "% doing ver% #i$$#e 'ork for $hecompan%. In order $o re!o#ve $hi!) a manager m!$ !$op $he po!i$ive con!eence. -heemp#o%ee !ho#d correc$ $he mi!$ake and have $o do $he proec$ in $he f$re. #ong

'i$h $hi!) if an emp#o%ee i! no$ "eing pni!hed for no$ doing 'ork) he i! #earning $o do!$ 'ha$ i! nece!!ar% in order $o receive a pa%check. If $hi! i! $he ca!e $he manager!ho#d give $he emp#o%ee a nega$ive con!eence for no$ performing. -he!e can "e in$he form of a 'ri$$en reprimand) #o!! of privi#ege!) or a!!ignmen$ of #e!! !a$i!f%ing 'ork.-he manager o'e! i$ $o $he o$her emp#o%ee! 'ho do perform proper#% $o pni!h anonperforming emp#o%ee.

If per!ona# pro"#em! are ca!ing a pro"#em for an emp#o%ee a$ 'ork i$ i! he#pf# $oaccommoda$e $he emp#o%ee in $heir $ime of need. manager can do $hi! "% giving$hem $ime off) and a##o'ing $hem $o arrive #a$e $o 'ork) or #eave ear#% $o $ake care ofper!ona# ma$$er!. &o'ever) if $he pro"#em i! affec$ing $he emp#o%ee! 'ork $hen i$ i!

impor$an$ $o addre!! $he i!!e 'i$h $he emp#o%ee "% e(p#aining $ha$ $here are $'opro"#em! invo#ved? $he per!ona# pro"#em and a 'ork pro"#em. -he manager !ho#de(p#ain $o $he emp#o%ee $ha$ he nder!$and! $he !i$a$ion and i! 'i##ing $o accommoda$ehim an%'a% he can "$ 'ork !$i## need! $o "e done.

Fina##%) Fornie! a!k! Co#d $he emp#o%ee do i$ if he or !he cho!e $o do i$B/ -hi!!ec$ion dea#! 'i$h $he emp#o%ee*! capaci$% $o perform $he o". &e !$a$e! $ha$ peop#e*!capaci$% i! a fnc$ion of $he inna$e charac$eri!$ic! $he% 'ere "orn 'i$h and ho' $he%ma% have "een damaged a#ong $he 'a%./ If an emp#o%ee i! incapa"#e of performing $he

o" "$ he 'i## no$ do i$ even af$er a di!c!!ion $hen $he manager ma% have no choice"$ $o $ran!fer or $ermina$e $he emp#o%ee. I$ i! impor$an$ $o make !re) ho'ever) $ha$an% per!on i! capa"#e of doing 'ha$ $he manager i! a!king. If no one co#d do i$ $henhe canno$ "#ame $he emp#o%ee for no$ performing. If an emp#o%ee co#d do $he o" $ha$he cho!e $o) $hen Fornie! !gge!$! !ing hi! fina# approach $o re!o#ving "ehaviora#pro"#em! "efore $ermina$ing or $ran!ferring $he emp#o%ee H $he face$oface di!c!!ion.

-he prpo!e of $he face$oface proce!!) ca##ed $he coaching di!c!!ion) i! $o redirec$an emp#o%ee*! "ehavior $o !o#ve a performance pro"#em? $o ge$ $he emp#o%ee $o !$opdoing 'ha$ he or !he !ho#dn*$ "e doing or $o !$ar$ doing 'ha$ he or !he !ho#d "edoing./ If $he manager ha! no$ comp#e$ed $he coaching ana#%!i! !ec$ion he !ho#d no$"e having a coaching di!c!!ion 'i$h hi! emp#o%ee "eca!e $he di!c!!ion on#% 'ork!if $he o$her rea!on! for nonperformance have "een r#ed o$. Fornie! give! $hefo##o'ing gide#ine! $o !e 'hen preparing for $he face$oface di!c!!ion?

1. &o#d i$ in !ome priva$e p#ace !o $he conver!a$ion canno$ "e overheard.2. Do no$ have a $hird par$% pre!en$ if a$ a## po!!i"#e. If a $hird par$% m!$ "epre!en$) $a#k on#% $o $he emp#o%ee.3. -ake !$ep! ahead of $ime $o in!re $here are no in$errp$ion!) phone ca##!) and!o on.

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4. Do no$ ho#d i$ in a re!$aran$. o ma$$er ho' good i$ fee#!) $here are $oo man%di!$rac$ion! $o "e !cce!!f#. For $he !ame rea!on) don*$ ho#d i$ in a car 'hi#eone of %o i! driving.5. ##o' a! mch $ime a! i$ 'i## $ake !o %o don*$ have $o end $he di!c!!ion"efore %o have comp#e$ed i$.

6. Do no$ !$ar$ $he coaching mee$ing n$i# %o are a"#e $o con$ro# %or emo$ion!.7. &ave a !pecific de!crip$ion of $he "ehavior di!crepanc% $ha$ i! going $o "edi!c!!ed. If %o are going $o $a#k a"o$ $ardine!!) %o !ho#d have accra$einforma$ion) !ch a! $he !pecific incidence! of #a$ene!! and $he amon$ of $ime#a$e) a! re#a$ed $o !ched#ed 'ork da%! a! 'e## a! $o $he norm for o$heremp#o%ee!.8. =e prepared $o !"!$an$ia$e #ogica##% $he impor$ance of $he de!ira"#eperformance) a! 'e## a! $he con!eence! of nonperformance. 9o arepr!ing $he coaching proce!!) o"vio!#%) "eca!e %o "e#ieve $henonperformance i! impor$an$.@. De$ermine in advance $ha$ i$ i! $he emp#o%ee*! "ehavior $ha$ 'i## affec$ $he

de!ired change in performance. "vio!#%) if $he emp#o%ee*! performancedoe!n*$ affec$ $he change) 'h% 'o#d %o $a#k $o $he emp#o%ee a"o$ $hepro"#emB10. Decide ahead of $ime 'ha$ minimm ac$ion %o 'i## accep$ a! a re!#$ of $hi!mee$ing) 'ha$ $he po!!i"#e a#$erna$ive !o#$ion! are) and 'hen %o e(pec$performance $o improve./

f$er $hi! prepara$ion) $he manager can !$ar$ on $he fir!$ and mo!$ impor$an$ !$ep in $heface$oface di!c!!ion H ge$$ing an agreemen$ $ha$ a pro"#em e(i!$!. If $he emp#o%eedoe! no$ agree $ha$ hi! nonperformance i! a pro"#em $hen $he re!$ of $he di!c!!ion 'i##make no difference $o $he performance. an% $ime! emp#o%ee! kno' $ha$ $he% aredoing !ome$hing 'rong "$ $he% are no$ a'are $ha$ i$ i! a pro"#em. I$ i! no$ enogh $o$e## $he emp#o%ee $ha$ $here i! a pro"#em. manager m!$ !e $he $hogh$$ran!mi!!ion proce!! $o make !re $ha$ $he emp#o%ee kno'! $ha$ hi! nonperformance i!a pro"#em. -here are $'o rea!on! $ha$ an emp#o%ee ma% agree $ha$ hi!nonperformance i! a pro"#em? 1. if he i! a"#e $o nder!$and $he re!#$! of hi! "ehavior i!having on $he compan% or 2. if he nder!$and! $he con!eence! $o him!e#f if $he"ehavior doe! no$ change. -hi! can "e accomp#i!hed "% a!king $he emp#o%ee a !erie!of e!$ion! $ha$ $he manager 'i## $hink a"o$ and 'ri$e do'n "efore $he di!c!!ion.Fornie! provide! a 'ork!hee$ $o he#p manager! prepare for $he di!c!!ion 'hichinc#de! a p#ace $o de!cri"e $he !pecific "ehavior and i$! freenc%) $he re!#$! of $he"ehavior +'ho ge$! hr$,) $he con!eence! if $he emp#o%ee doe! no$ !$op $he "ehavior)and fina##% 'ha$ $he manager 'an$! $he performance $o #ook #ike if i$ i! done proper#%.Dring $he di!c!!ion $he manager !ho#d a!k e!$ion! $ha$ per$ain $o $henonperformance and 'ha$ happen! 'hen $he emp#o%ee doe! no$ do 'ha$ he i! a!ked$o do. I$ i! impor$an$ for $he manager no$ $o an!'er hi! o'n e!$ion! dring $hedi!c!!ion and if $here i! a period of !i#ence $he manager !ho#d no$ fee# $ha$ he !ho#dhave $o fi## $he void. -he manager !ho#d 'ai$ a fe' min$e! and if $he emp#o%ee doe!no$ re!pond $hen he !ho#d !imp#% a!k if $he emp#o%ee need! $he e!$ion repea$ed.Fornie! "e#ieve! $ha$ nine$%five percen$ of emp#o%ee! 'i## even$a##% agree $ha$ $here

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i! a pro"#em and nine$%five percen$ of $he five percen$ of emp#o%ee! 'ho do no$ "e#ieve$here i! a pro"#em 'i## agree once $he% kno' $he con!eence! $o $heir ac$ion!. If noagreemen$ i! made) Fornie! "e#ieve! i$ i! "eca!e $he manager i! no$ dea#ing 'i$h a"ehavior) $he pro"#em i! no$ rea##% impor$an$) $he manager ha! no$ iden$ified a## of $hecon!eence!) $he manager i! no$ !ing $he $hogh$ $ran!mi!!ion proce!!) $here are

po!i$ive con!eence! for $he emp#o%ee if he i! fired) $he manager*! pa!$ re#a$ion!hip'i$h emp#o%ee ha! !ho'n $ha$ $he manager $hrea$en! a #o$ "$ doe! no$ fo##o' $hrogh)or $he emp#o%ee i! men$a##% i##.

nce $he emp#o%ee ha! agreed $ha$ $here i! a pro"#em) $he ne($ !$ep i! $o di!c!!!o#$ion! $o $he pro"#em. In $hi! !$ep $he manager a!k! $he emp#o%ee 'ha$ he 'i## dodifferen$#% in order $o ge$ $he re!#$! $ha$ are nece!!ar%. I$ i! impor$an$ in $hi! !$ep $o!imp#% #i!$ $he po!!i"#e !o#$ion! $o $he pro"#em and a##o' $he emp#o%ee $o comp#e$e hi!$hogh$! a"o$ a## $he po!!i"#e !o#$ion!. If $he manager arge! 'i$h $he emp#o%eea"o$ $he meri$! of hi! idea! i$ 'i## 'a!$e $ime and co#d "e nega$ive#% reinforcing $heideagiving "ehavior. #!o if $he manager choo!e! idea! $o re!o#ve $he pro"#em a! $he%

are given $he emp#o%ee ma% no$ 'an$ $o ac$ on $ha$ par$ic#ar !o#$ion and 'i## $hereforeno$ improve hi! performance.

$ep $hree invo#ve! agreeing on $he ac$ion $ha$ 'i## "e $aken $o re!o#ve $he pro"#em. In$hi! !$ep $he manager 'an$! $o iden$if% 'ha$ 'i## happen and 'hen i$ 'i## occr. gain i$i! impor$an$ for $he manager $o !e $he $hogh$ $ran!mi!!ion proce!! 'hen deciding ona !o#$ion. If $he !o#$ion come! from $he emp#o%ee*! mind $hen he i! more #ike#% $o ac$on i$. -he manager !ho#d a#!o a!k 'hen $he emp#o%ee in$end! $o !$ar$ changing $he"ehavior. nce a !o#$ion ha! "een cho!en and a $ime ha! "een given $he manager!ho#d $hank $he emp#o%ee for agreeing $o !o#ve $he pro"#em and !e$ p a fo##o'pmee$ing 'i$h $he emp#o%ee.

-he ne($ !$ep i! $o fo##o'p 'i$h $he emp#o%ee and make !re $ha$ ac$ion ha! "een$aken $o !o#ve $he pro"#em. Jer% of$en manager! comp#e$e $he fir!$ $hree !$ep! of $heproce!! "$ do no$ fo##o' p 'i$h $he emp#o%ee. n emp#o%ee ma% change hi! "ehaviorini$ia##% "$ if $he manager doe! no$ fo##o'p he 'i## no$ kno' $ha$ i$ ha! happened.

no$her rea!on a manager !ho#d fo##o'p 'i$h an emp#o%ee i! $o !ee if $he emp#o%eei! no$ $aking ac$ion $o change hi! "ehavior. In $hi! ca!e $he manager !ho#d !ee if $herei! an%$hing he can do $o he#p $he emp#o%ee "% removing o"!$ac#e!) 'orking arondper!ona# pro"#em!) or #e$$ing $hem kno' a"o$ priori$ie!. If none of $hi! he#p!) $he ne($!$ep i! $o de#iver a nega$ive con!eence for $he poor performance 'hich 'a!di!c!!ed in $he face$oface mee$ing 'i$h $he emp#o%ee.

-he fina# !$ep in $he proce!! i! $o reinforce an% achievemen$. If an emp#o%ee ha!improved hi! performance even eigh$% percen$ $he manager !ho#d prai!e $he emp#o%ee"% !a%ing !ome$hing #ike %or 'ork $oda% i! $he "e!$ I have ever !een i$. 9o havemade a "ig improvemen$ "% going from !even$% $o eigh$% percen$. If %o keep i$ p)pre$$% !oon %o 'i## "e reaching or depar$men$a# !$andard./ -hi! !ho'! $he emp#o%ee$ha$ %o recogni:e hi! effor$ and appropria$e him for doing i$. I$ ma% a#!o encorage $heemp#o%ee $o mee$ $he depar$men$ !$andard. -he !ooner $he prai!e i! given $o $he

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emp#o%ee af$er $he change in "ehavior $he "e$$er. #!o $he freenc% of giving po!i$ivereinforcemen$ i! impor$an$. If $he prai!e i! given $oo freen$#% i$ ma% no$ mean a!mch $o $he emp#o%ee af$er a period of $ime. good r#e $o fo##o' i! once $he de!iredchange "ecome! a par$ of $he emp#o%ee! ro$ine $hen $he reinforcemen$ !ho#ddecrea!e. no$her 'a% $o reinforce an emp#o%ee i! $o provide a con$ingen$

reinforcemen$ meaning a manager promi!e! !ome$hing $o $he emp#o%ee if hi! "ehaviorchange!. I$ i! impor$an$ 'i$h $hi! $%pe of reinforcemen$ $ha$ $he manager keep hi!promi!e 'hen $he $ime come! and $ha$ $he emp#o%ee agree! on ho' and 'hen $hechange 'i## "e recogni:ed.

Fina##%) Fornie! addre!!e! $he concern! of manager! 'ho "e#ieve $ha$ $hi! proce!! 'i##no$ 'ork. If $he proce!! did no$ 'ork he !gge!$! $ha$ $he manager have ano$her face$oface di!c!!ion 'i$h $he emp#o%ee "$ $hi! $ime foc! no$ on $he origina# "ehavior) "$in!$ead foc! on $he emp#o%ee no$ doing 'ha$ he !aid he 'o#d do. -he manager!ho#d go $hrogh a## $he !$ep! again $o dea# 'i$h $hi! ne' i!!e. If dring a fo##o'p amanager find! a rea!on for nonperformance from an emp#o%ee $ha$ can "e changed "%

ano$her a#$erna$ive $he manager !ho#d have a di!c!!ion 'i$h $he emp#o%ee "$ !$ar$$he proce!! a$ !$ep $'o) #i!$ing $he !o#$ion! $o $he pro"#em. #!o) if $he proce!! doe!no$ 'ork) i$ i! po!!i"#e $ha$ $he proce!! 'a! no$ fo##o'ed correc$#%) !o $he manager 'i##need $o !$ar$ again a$ $he fir!$ !$ep 'i$h $he emp#o%ee. Fornie! remind! manager! $ha$

!$ "eca!e $he% fo##o' $he di!c!!ion proce!! doe! no$ mean $ha$ $he% 'i## never have$o fire an emp#o%ee. I$ i! po!!i"#e $o have an emp#o%ee $ha$ i! no$ !a$i!fied 'i$h $hecompan% regard#e!! of 'ha$ $he manager doe!.In Coaching for Improved Work Performance Fornie! give! a de$ai#ed de!crip$ion of acoaching proce!! $ha$ 'i## he#p manager! improve $he "ehavior! of $heir emp#o%ee!. &e"e#ieve! $ha$ if a manager #e$! hi! peop#e kno' 'ha$ $he% are !ppo!e $o do on $he o")fo##o'! p 'i$h emp#o%ee! af$er 'ork ha! "egn $o main$ain proper performance)crea$e! a feed"ack !%!$em) and increa!e! $he amon$ of ver"a# reinforcemen$ $ha$ hegive!) a manager !ho#d "e !cce!!f# a$ increa!ing $he prodc$ivi$% of $hi! 'orker!. Ifa manager "e#ieve! $ha$ he i! $here $o do ever%$hing he can $o he#p hi! emp#o%ee!!cceed $hen a manager 'i## !cceed a$ o"$aining $he re!#$! he de!erve!.

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Coaching for Performance:4RWing Peo%$e)

Performance and Pur%oseBy: John Whitmore

Re#ie-ed 'y: Kim Duong

Coaching for Performance4RWing Peo%$e) Performance and Pur%ose

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By John Whitmore

In Whi$more*! Coaching for Performance) he empha!i:e! $ha$ coaching i! a !ki## $ha$ a##peop#e 'ho $each or manage o$her! !ho#d acire. &e fee#! $ha$ $he need for "e$$erpeop#e !ki##! i! gro'ing and 'i## con$ine $o gro' in $he f$re in "!ine!! a! 'e## a! in

o$her ind!$rie!. &e define! coaching a! a $oo# $ha$ manager! can !e in a varie$% ofdifferen$ !i$a$ion! #ike p#anning) de#ega$ing) and>or pro"#em !o#ving. Coaching give!$he manager a differen$ per!pec$ive of peop#e) a more op$imi!$ic 'a% $han mo!$ areacc!$omed $o. o$ a## manager! can "e a grea$ coach righ$ from $he !$ar$. Kike an%ne' !ki##) i$ $ake! prac$ice and $ime "efore i$ f#o'! na$ra##%. Coaching !eem! $o "eea!ier for !ome manager! $han o$her!) "$ even$a##% 'i$h prac$ice) $he manager 'i##find hi! o'n me$hod $o !cceed a! a coach $o hi! !$aff. -here i! no$ one righ$ 'a% $ocoach. ! $he "ook nfo#d!) Whi$more revea#! $he nece!!ar% ingredien$! $o !cceed in$he coaching arena. &e conc#de! "% !$a$ing $ha$ $he "e!$ peop#e !ki##! are going $o "ea$ a premim and $ha$ coaching i! one of $he mo!$ "!ine!! friend#% !ki##! for hmangro'$h. Coaching i! a nicer 'a% $o do "e$$er "!ine!!./

Whi$more e(pre!!e! $ha$ coaching i! a !ki## or ma%"e even an ar$ $ha$ reire! a dep$hof nder!$anding and p#en$% of prac$ice $o i##!$ra$e i$! f## po$en$ia#. &e men$ion! n#ikein $he ne in$e anager) $here are no ick fi(e! $o "!ine!! coaching. -ime andprac$ice are e!!en$ia# a$ !cce!! in coaching. o 'ha$ i! coachingB Coaching ma% "edefined a! $o $$or) $rain) or give hin$! !o $ha$ i$ 'i## de#iver re!#$! in #arge mea!re!$hrogh $he !ppor$ive re#a$ion!hip "e$'een $he coach and coachee "% $he mean! and!$%#e! of commnica$ion !ed. no$her defini$ion of coaching "% -imo$h% a##'e% i!defined a! n#ocking a per!on*! po$en$ia# $o ma(imi:e $heir o'n performance. I$ i! $ohe#p $hem #earn ra$her $han $o $each $hem./ a##'e% a#!o !$a$e! $ha$ hman po$en$ia# i!#ike an acorn. n acorn con$ain! a## $he po$en$ia# $o "e a magnificen$ oak $ree and 'i$h$he proper nori!hmen$ and encoragemen$ one da% i$ 'i## "ecome $ha$ magnificen$ oak$ree "eca!e $he oak$reene!! i! a#read% 'i$hinL o Whi$more $ake! $hi! ana#og% one!$ep fr$her "% encoraging ear#% inve!$men$ of per!onne# $o a##o' for deeper and fa!$ergro'$h of $heir po$en$ia#.

In hi! "ook) Whi$more !$re!!e! differen$ e#emen$! of coaching and 'ha$ each en$ai#!.-hi! repor$ 'i## !mmari:e Whi$more*! main $opic! 'i$h de$ai#! on each. -he $opic! $ha$Whi$more cover! are?

anager a! a coach.

Change) 'h% !$ar$ coachingB

'arene!! and re!pon!i"i#i$%.


19/77

Fir!$) #e$*! #ook a$ a manager a! "eing a coach. f$en) $he manager find! him!e#ffigh$ing) !$rgg#ing $o ge$ a o" done. an% "!ine!!e! favor !aving $ime over a#i$%and #earning. -h! i$ make! i$ hard for manager! $o find $ime $o coach) !o i$ make! himfee# $ha$ i$ ma% "e ea!ier $o dic$a$e. =$ dic$a$ing fa##! in$o $he for $radi$iona#managemen$ !$%#e!) 'hich a! a coach) one 'an$! $o avoid.

-here are differen$ $radi$iona# managemen$ !$%#e! $ha$ manager! pr!e 'hich make! i$diffic#$ for a manager $o "e a good coach. -he !$%#e! inc#de dic$a$ion) per!a!ion)de"a$ing) and a"dica$ion. When a manager dic$a$e!) he i! in con$ro# and $here i! no$mch choice for $he performer. Per!a!ion ha! $he performer 'ondering if he ha! achoice. In a de"a$ing !$%#e of managemen$) "o$h $he manager and $he performer fee#$ha$ $he% are invo#ved) "$ i$ ma% "e a$ a !#o' pace. -hen a"dica$ion make! $heperformer fee# o"#iged or fee#! #ike he i! "eing dmped on. o!$ manager! po!i$ion$hem!e#ve! in one of $he!e e($reme!) "$ coaching i! in a differen$ p#ane a## $oge$her. I$com"ine! $he "enefi$! from a## !$%#e! and ri!k! from none. When manager! coach)!"ordina$e! "ecome a'are of ever% a!pec$ of $he $a!k and $he ac$ion! nece!!ar%

'hich ena"#e! him $o imagine $he !cce!! and !o choo!e! $o $ake re!pon!i"i#i$%. In$rn) $he manager #i!$en! $o him!e#f and nder!$and 'ha$ i! going on) $h! he 'o#dnder!$and $he ac$ion p#an and "e !ppor$ive in!$ead of $hrea$ening $o a !"ordina$e.Coaching doe! no$ !"ec$ $he manager in$o $o$a# con$ro# nor doe! i$ reire $heperformer $o $ake $o$a# re!pon!i"i#i$%) in!$ead i$ rai!e! a'arene!! and re!pon!i"i#i$%among $he $'o.

Whi$more men$ion! $ha$ in order for coaching $o 'ork) a manager m!$ "e e(perienceda! a !ppor$) and no$ a! a $hrea$ $o hi! emp#o%ee!. I$ !ho#d "e a par$ner!hip ofendeavor) $r!$) !afe$% and minima# pre!!re on "o$h end!. o i! i$ po!!i"#e for amanager $o "e a coachB 9e!) i$ $ake! prac$ice and pa$ience) "eca!e no$ a## manager!can !$ar$ coaching righ$ a'a%. &e de!cri"e! $he demand! of "eing a coach a! $ohaving $he highe!$ a#i$ie! of empa$h%) in$egri$%) and de$achmen$) a! 'e## a!

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'i##ingne!! $o adop$ fndamen$a##% differen$ approache! $o $he !$aff/. Fr$herdi!c!!ion! of ho' a manager "ecome! a coach 'i## "e apparen$.

Wh% change $he !$%#e of !$aff managemen$ 'e ma% a!kB -here are man% rea!on!inc#ding g#o"a# compe$i$ion) $echno#ogica#) demographica#) and c#$re change! are

forcing for more efficien$) f#e(i"#e re!pon!e of manager! and "!ine!!e!. -o keep p'i$h $he c#$re change i! $o keep p 'i$h compe$i$ion and 'i## de#iver higher #eve#! ofperformance. I$ !e $o "e 'hen $he manager co#d $e## peop#e 'ha$ he 'an$! done andi$ 'i## ge$ done) "$ no' peop#e are 'an$ing and demanding $o "e $rea$ed differen$#%.Whi$more revea#! $ha$ 'hen a manager i! a"#e $o $rea$ hi! !$aff differen$#% and give $hem'ha$ $he% 'an$) $hen $here i! promi!e of higher performance. &e con$ine! "% !ho'ing$he reader ho' a manager can !$rive for higher performance of hi! !$aff.

manager m!$ have a'arene!! and rai!e re!pon!i"i#i$% among hi! peop#e.e!pon!i"i#i$% demand! choice. Choice imp#ie! freedom./ good manager 'i##capi$a#i:e on i$) give peop#e re!pon!i"i#i$% and in $rn $he% 'i## give i$ $heir "e!$.

Whi$more !$a$e! in chap$er 4 $ha$ $he fir!$ ke% e#emen$ $o coaching i! W


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-o rai!e a'arene!! and re!pon!i"i#i$%) a manager need! $o kno' 'ha$ kind of e!$ion!$o a!k.


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&o' and 'hen doe! one a!k $he!e effec$ive e!$ion!B Whi$more recommend!coaching !e!!ion! $o "e one on one "e$'een peer!) a manager and !"ordina$e) coachand a performer) or $eacher and !$den$. -here i! a cer$ain !eence $ha$ herecommend! a! "eing high#% effec$ive. -he !eence! of e!$ioning fo##o'! for

di!$inc$ heading! in $he form of a mnemonic W.

? K ? ea#i$% ? p$ion! W? Wha$

-he K of $he coaching !e!!ion !ho#d a#'a%! "e !e$. -hi! inc#de! $he !e$$ing and'ha$ $he !e!!ion i! $o accomp#i!h in $he !hor$$erm or #ong$erm. f$er !e$$ing a goa#) a


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-he coach can do more $han encorage $he coachee $o come p 'i$h goa#!M he canhe#p $hem deve#op a#i$% goa#!. Whi$more empha!i:e $ha$ goa#! !ho#d "e -)PG


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re!pon!i"#e for an ac$ion p#an deve#oped $hrogh $he W proce!!. Whi$more !$a$e!$ha$ performance a! an e(pre!!ion of one*! po$en$ia# and going "e%ond 'ha$ i!e(pec$ed. I$ i! !e$$ing one*! o'n highe!$ !$andard!) invaria"#% $ha$ !rpa!! 'ha$ o$her!demand or e(pec$./ &e goe! on $o de!cri"e coaching a! an e!!en$ia# managemen$!$%#e or $oo# for op$imi:ing peop#e*! po$en$ia# and performance. Commanding)

demanding) in!$rc$ing) and per!ading ma% ge$ $he o" done) "$ i$ ca!e! $hrea$! and!!$ain! op$imm performance. o$iva$ion and !ing i$ correc$#% 'o#d give a "e$$ereffec$ on performance.

Whi$more !e! a!#o'*! hierarch% of need! $o e(p#ain mo$iva$ion in coaching. -hemode# !gge!$! $ha$ "a!ic hman need! are food and 'a$er. nce food and 'a$er areo"$ained) concern i! for !he#$er and !afe$%. -hen af$er a$$aining !he#$er and !afe$%hman! !eek $o "e#ong $o !ocia# grop! #ike c#"! and a!!ocia$ion!. a!#o' goe! on $ode!cri"e ho' hman! !a$i!f% $heir de!ire for e!$eem of o$her! and $hen e!$eem $o'ard!$hem !e#f. -he fina# !$age for hman need! i! !e#fac$a#i:a$ion. -hi! emerge! 'hen $heper!on !a$i!fie! $heir e!$eem need! and no #onger fee#! $he need $o prove $hem!e#ve!

$o an%one.

&o' doe! a!#o'*! $heor% re#a$e $o mo$iva$ionB We## peop#e $end $o !eek $o engageon#% in ac$ivi$ie! $ha$ he#p mee$ $heir need!. Whi$more re#a$e! a!#o'*! $heor% "%!ho'ing $ha$ peop#e*! "a!ic need! are $o have mone% !o $he% can i$ !e forfndamen$a# need! in #ife !ch a! food and c#o$hing. nce $ha$ i! accomp#i!hed $hen)peop#e 'i## 'an$ ho!ing) commni$%) and pre!$ige. "!een$#% if peop#e mee$ a## $he#o'er #eve# need! $hen $ha$ i! 'hen $he% are more recep$ive $o coaching. Coaching$hen empo'er! one*! !e#f e!$eem and $he% can move $o !e#fac$a#i:a$ion 'hencoaching mo$iva$or! !ch a! va#e! and meaning are in$rodced $o $hem.

-he #a!$ idea $ha$ Whi$more e(pre!!e! dea#! 'i$h feed"ack in coaching. Whi$more!$a$e! $ha$ $he 'or!$ feed"ack i! per!ona# and dgmen$a# 'hi#e effec$ive one! are $ho!e$ha$ are !"ec$ive and de!crip$ive. Coache! $ha$ give de$ai#ed) nondgmen$a#de!crip$ion of repor$! 'i## acce#era$e #earning and improve performance of $heir !$aff.Feed"ack from a manager need! $o engage hi! performer*! "rain and make him fee#invo#ved. I$ !e$! $he !$age for a'arene!! and he#p! him #earn ho' $o eva#a$e hi! 'orkand $here"% "ecoming more !e#fre#ian$. -hi! make! him o'n hi! performance and $h!"ecome re!pon!i"#e. p$imi:ing a'arene!! and re!pon!i"i#i$% 'i## encorage #earningand 'hen a coachee #earn! he perform! "e$$er. &e a#!o men$ion! $o !e de!crip$ive$ermino#og% a! oppo!e $o dgmen$a# $erm!. I$ he#p! $o avoid defen!ivene!!. Feed"acki! e($reme#% impor$an$ $o $he #earning and performance improvemen$ proce!!) "eca!epoor feed"ack can #ead $o erra$ic "ehavior and poor performance.

-here are !ome emp#o%ee! 'ho 'i## avoid feed"ack and remain defen!ive $hroghcoaching !e!!ion!. -he rea!on for $hi! i! $ha$ $he% have !e$ p "arrier! of defen!e $oavoid a change. When $he!e fee#ing! ari!e) Whi$more !a%! i$ !ho#d "e p $o $hemanager $o coach $he emp#o%ee $o'ard! accep$ance of coaching. ome reminder! foremp#o%ee! en$ai# enhancing performance) #earning and eno%men$) more choice!)

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grea$er !en!e of re!pon!i"i#i$%) enhancing !e#f "e#ief) and po!!i"#e promo$ion!. #!o) $hecoachee can #earn ho' $o !e#fcoach and coach o$her! in and o$ of $he 'ork p#ace.

-hen $here are !ome manager! 'ho avoid change a! 'e##. ome fee# $ha$ $heirgrea$e!$ "arrier i! diffic#$ peop#e. -hi! i! main#% de $o an$icipa$ion) "$ if coaching i!

approached 'i$h !en!i$ivi$%) i$ i! of$en accep$ed 'i$ho$ diffic#$% and even 'e#comed.Whi$more con$ine! $o de!cri"e e($erna# a! 'e## a! in$erna# "arrier! manager! !e $oavoid changing $heir managemen$ !$%#e $o'ard! coaching. ome e(amp#e! of in$erna#"arrier! inc#de manager! !$a$ing? i$*! no$hing ne' H I*ve done i$ for %ear!) I*m afraid i$'on*$ do 'e##) I*## ge$ !$ck H I 'on*$ kno' 'ha$ e!$ion! $o a!k) I 'on*$ ge$ $he re!#$! Ige$ 'i$h m% o#d !$%#e) Wha$ I did 'orked "efore) 'h% change) I don*$ "e#ieve in $he!ene' !of$#%) !of$#% approache!) or $he on#% $hing $ha$ mo$iva$e! peop#e i! mone%/. -he!emanager! are of$en !$ck in a vicio! c%c#e and are no$ a'are of po!!i"i#i$ie! ofcoaching. $her "arrier! men$ioned are e($erna# "arrier! 'hich inc#de i!!e! #ike) $hecompan% c#$re i! again!$ $hi! kind of approach or peop#e are c%nica# of ne'approache!/. ome manager! ma% fee#) $he% 'on*$ nder!$and 'ha$ I am doing and

'on*$ $r!$ me or $he% kno' I*ve "een $hrogh $he cor!e and give me a fe' 'eek! $oge$ "ack $o Onorma#*/. $her e($erna# "arrier! are #i!$ed?

-he% $hink i$*! !$ a ne' managemen$ gimmick. I$ $ake! $oo #ong. -he% e(pec$ $o "e $o#d. -he% 'an$ $o "e $o#d H $he% don*$ 'an$ re!pon!i"i#i$%. -he% $hink I*ve gone n$!. I*## #o!e m% a$hori$%. I*m an e(per$ and $he% re!pec$ and e(pec$ m% kno'#edgea"#e inp$. I a#read% !e a coaching !$%#e H I don*$ need $o change an%$hing./

=$ 'hen manager! and emp#o%ee! #e$ go of $he "arrier!) "o$h in$erna# and e($erna#)$here 'i## "e "enefi$! "o$h profe!!iona##% and per!ona##%. anager! 'ho prac$ice $hecoaching proce!! 'i## e(perience improved performance and prodc$ivi$%. -he% 'i##a#!o deve#op $heir !$aff "% improving #earning) re#a$ion!hip!) and ma%"e even a#i$% of#ife for individa#! invo#ved. -he manager ma% find more $ime $o 'ork 'i$h morecrea$ive idea! and #earn $o "e$$er !e of peop#e) !ki##!) and re!orce!. $aff 'i## $hen "emore mo$iva$ed and a c#$re change ma% occr a! a ne' #ife !ki## i! #earned "% $hecoach and coachee. Whi$more !a%!) 9o can make a man rn) "$ %o can*$ makehim rn fa!$L/

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Whi$more !mmari:e! hi! $hogh$! on managemen$ "% coaching via $he diagram"e#o'.

anagemen$ "% Coachinggenera$e!

'arene!! e!pon!i"i#i$%a#i$% an$i$% of inp$ per!ona# choice con$ro#

NN reca## in$ere!$ niene!! !e#fe!$eem o'ner!hipof o$p$


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Boo, Re#ie-

6na$ysis

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Strengths

Coaching for Performance? Wing Peop#e) Performance and Prpo!e and Coachingfor Improved Work Performance) "o$h e(pre!! $he need for coaching in $he "!ine!!'or#d. -he!e a$hor! agree $ha$ $he po'er $o change performance #ie! 'i$hin $he

per!on 'ho i! performing $he $a!k. Coaching for Performance? Wing Peop#e)Performance) and Prpo!e dea#! 'i$h coaching an individa# on a $a!k from !$ar$ $ofini!h. -he emp#o%ee and manager !e$ a goa# and decide $oge$her ho' $o accomp#i!h$ha$ goa#. Whi$more #a%! o$ a p#an $o he#p manager! a$$ain $he goa#! $ha$ are !e$ for$h'hi#e giving $he emp#o%ee $he confidence $o comp#e$e $he $a!k!. n $he o$her hand)Coaching for Improved Work Performance give! a de$ai#ed accon$ of ho' $o dea# 'i$han emp#o%ee once hi! or her performance ha! gone !o$h. Ferdinand he#p! manager!iden$if% $he !pecific performance i!!e and $hen de$ai#! a p#an $o he#p $he emp#o%eere!o#ve $he pro"#em on hi! or her o'n. =o$h p#an! have he#pf# e#emen$! for crea$ing a"e$$er 'orkp#ace.

Wea,nesses

-he maor 'eakne!!e! for "o$h "ook! are $ha$ $he p#an! for coaching can "e $imecon!ming and !ince $he idea! are ne' $o !ome manager! $he% 'i## #ike#% no$imp#emen$ $he change!. =o$h "ook! reire manager! $o !i$ 'i$h $heir emp#o%ee! for a$#ea!$ $hir$% min$e! $o an hor $o he#p $he emp#o%ee! !e$ goa#! and rea#i:e an%performance i!!e!. anager! ma% no$ have $hi! can of $ime $o !pend 'i$h eachemp#o%ee H $hogh i$ 'o#d "e nice if $he% co#d. #!o) a! Whi$more !$a$e! manager!do no$ #ike change and fee# $heir approach $o performance i! $he righ$ one "eca!e i$ha! 'orked for $hem in $he pa!$. I$ $ake! $ime and prac$ice $o #earn a ne' !ki## and i$can "e diffic#$ $o "reak o$ of o#d ro$ine!.

Simi$arities

-here are man% !imi#ari$ie! "e$'een $he $'o "ook!. =o$h a$hor! revie' 'h% manager!fai# $o re!o#ve performance i!!e! and offer he#p on ho' $o fi( i$. -he% "o$h "e#ieve $ha$$he manager !ho#d empo'er $he emp#o%ee $o re!o#ve hi! or her o'n i!!e 'i$h $hehe#p of $he manager. #!o) $he% "o$h provide mode#! for manager! $o !e and prac$icecoaching. Fina##%) $he% are "o$h in$ere!$ed in mo$iva$ing emp#o%ee! $o perform a$ $heir"e!$. f$er a##) if emp#o%ee! are mo$iva$ed $o 'ork) $hen $he manager 'i## have fe'erpro"#em! on $he o".

Differences

Whi$more and Ferdinand differ main#% in $heir approache! $o coaching. Whi$more"e#ieve! in !e$$ing goa#! and !ing coaching $o comp#e$e $he!e goa#!. &o'ever)Ferdinand*! approach $o coaching !$ar$! once a pro"#em in performance a! a#read%occrred. Whi#e Ferdinand dea#! 'i$h $he emp#o%ee 'ho i! a#read% in $ro"#e 'i$h $he"o!!) Whi$more $rie! $o keep $he emp#o%ee from ever having a performance pro"#em.

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Writing Sty$e

=o$h "ook! are ea!% $o read and i$e mo$iva$ing. -he% !peak direc$#% $o $he manager$ha$ i! in need of he#p. #!o) "o$h "ook! provide !ef# char$! and graph! $o he#pmanager! !ee and nder!$and concep$! more c#ear#%.

6%%ro%riate 6udience

=o$h "ook! are $ai#ored $o manager!. -he% !peak $o $he manager! 'i$h rea# #ifee(amp#e! $o e(p#ain concep$! and $r% $o he#p $hem nder!$and ho' coaching canimprove emp#o%ee performance) a! 'e## a!) $he environmen$ in $he 'orkp#ace.

7sefu$ness and 6%%$ica'i$ity

Coaching for Performance? Wing Peop#e) Performance and Prpo!e and Coachingfor Improved Work Performance can "e i$e !ef# $o manager! 'ho have $he $ime

and pa$ience $o $r% !ome$hing ne'. -he concep$! appear $o "e i$e he#pf# and #ogica#for man% !i$a$ion!. -he "ook! "o$h de$ai# 'ha$ manager! do 'rong and !re#% mo!$manager! 'i## !ee $hem!e#ve! in $he!e !$orie!. &opef##% "% !eeing 'ha$ $he% are doing'rong 'hen dea#ing 'i$h emp#o%ee!) manager! 'i## 'an$ $o change) or a$ #ea!$ $r%!ome$hing ne' $o !ee if i$ 'ork!. =o$h "ook! provide 'a%! of imp#emen$ing a coachingprogram in $he 'orkp#ace) and even if a manager $ake! a'a% on#% a fe' ne' idea! onho' $o dea# 'i$h !ome$hing or !omeone) $he emp#o%ee!) manager!) and "!ine!! 'i##"enefi$ from i$.

De%th and Breadth

=o$h "ook! gave in dep$h de$ai# a"o$ coaching $o improve performance in emp#o%ee!.-he% inc#ded e(amp#e! of !cenario! $ha$ co#d occr a! a re!#$ of a coaching !e!!ionand ho' $o fi( 'ha$ ma% go 'rong. -he% go in$o de$ai# a"o$ 'ha$ manager! are no$doing for $heir emp#o%ee! and $he% e(p#ain 'h% $aking care of emp#o%ee! i! !o crcia# $o"eing a !cce!!f# manager. -he!e "ook! !ho#d "e recommended $o a## ne'manager!.

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Practitioner

.nter#ie-s

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In$ervie'ee? -odd =i!ho#e? Da% hif$ anagerCompan%? -e(a! Chi#drenE! &o!pi$a#) e!pira$or% Care Depar$men$9ear! of


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What ,ind of outcomes do you get from using the moti#ation -hen coachingDepend! on $he per!on) co#d ge$ $he o$come %o 'an$ $hen again %o can*$.ome peop#e don*$ care a"o$ improving $he depar$men$) improving c!$omer!ervice) P3. -hen !ome are) !o i$ rea##% depend! on $he per!on.

What do you fee$ are some good characteristics of an effecti#e coachingsession -ith and em%$oyeee$$ing a! mch informa$ion a$ fir!$ on 'ha$*! going on "efore %o en$er a!e!!ion.


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In$ervie'ee? on%a reero#e? & enera#i!$Compan%? emoria# &ermann o$hea!$ &o!pi$a#9ear! of or manager!ven$ $heir i!!e!. -hen I !$ar$ "% !mmari:ing $he fac$! $ha$ I ga$hered from#i!$ening $o "o$h par$ie!. I !i$ do'n 'i$h "o$h par$ie! and go over 'ha$ Iconc#ded from #i!$ening. -hen I he#p $he emp#o%ee and manager come $o are!o#$ion $ha$ i! favora"#e $o "o$h !ide!. I $r% $o "e fair and #e$ ever%one invo#vekno' 'here I am coming from 'i$h $he fac$!.

.n the coaching c$ass is there mention of a moti#ation factor any-herePo!i$ive mo$iva$ion H ge$ $hem $o nder!$and $he pro"#em and 'ha$ $hee(pec$a$ion! are. e!#$! are a$$ained "% p$$ing %or "e!$ foo$ for'ard.

What ,ind of outcomes do you get from using the moti#ation -hen coachingPo!i$ive ma%"e @8Q of $he o$come! are ver% po!i$ive.

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What do you fee$ are some good characteristics of an effecti#e coachingsession -ith and em%$oyee

-he coach !ho#d #i!$en a$$en$ive#%) have !inceri$%) "e a"#e $o he#p $hemanager>emp#o%ee 'ork o$ $he !i$a$ion) and "e o"ec$ive.

What is the feed'ac, you ha#e gotten from theses coaching sessionsan% manager! $ha$ I have he#p !ho' gra$i$deM $he% !end me f#o'er! and $hank%o card!.

Ho- do you fee$ a'out coaching for %erformance! an & genera#i!$ I of$en find m%!e#f dic$a$ing 'ha$ $he po#icie! are and $ha$ $hemanager! are $he one! 'ho coached $heir emp#o%ee! $o'ard performance. ndI fee# $ha$ performance i! impor$an$ in $hi! p#ace of "!ine!!.

Ho- can you te$$ you ha#e effecti#e$y coached a %erson

I ge$ feed"ack from manager! $ha$ $he emp#o%ee ha! changed or are moremo$iva$ed.

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In$ervie'ee? % Wongo#e? C!$omer ervice anagerCompan%? Compa!! =ank9ear! of


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9o have $o make !re $he individa# nder!$and! $he di!c!!ion a$ $he momen$.-he conver!a$ion !ho#d a#'a%! foc! on $ha$) and #ead $o a !o#$ion.

What is the feed'ac, you ha#e gotten from theses coaching sessionsood feed"ack. o!$ of m% !$aff are open $o di!c!!ion! and of$en rea#i:e a

differen$ 'a% of doing $hing!.

Ho- do you fee$ a'out coaching for %erformance /or $eadershi%de#e$o%ment

I fee# i$ i! impor$an$ $o coach for performance and #eader!hip deve#opmen$.Keader!hip deve#opmen$ !ho#d "e re!erved for $op performer! +10Q, 'i$hpo$en$ia# $o #ead.

Ho- can you te$$ you ha#e effecti#e$y coached a %ersonWhen I !ee change! in "ehavior!) I app#ad $ha$ individa# for making $he effor$$o improve $ho!e "ehavior!. I 'o#dn*$ !a% i$ 'a! a## m% 'ork) "$ hi!>her 'ork a!

'e##.

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In$ervie'ee? $h ichmondo#e? egiona# -raining and Deve#opmen$ anagerCompan%? Rack in $he =o(9ear! of


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impor$an$. If $he per!on i! no$ fi$ for $he o" $hen 'e need $o find a "e$$er !po$ for$he per!on.

Many manager training %rograms introduce %sycho$ogica$ theories) such asMas$o->s hierarchy of needs0 Do you thin, these conce%ts are usefu$ to

managers Why or -hy notI$ depend! on 'ha$ #eve#. For e(ec$ive! I $hink i$ i! appropria$e "eca!e $he%can $hink in $erm! of $ha$ and nder!$and from a "roader per!pec$ive "eca!emode#! are derived from $he!e $heorie!. =$ in $hi! environmen$ no) I 'o#dnever $r% $o $each $hem $heorie!. I$ $end! $o mdd% $he 'a$er! for $hem. I*ve#earned $ha$ prac$ica# no$ $heore$ica# i! $he "e!$ $hing for $hi! environmen$. If i$ i!no$ re#evan$ $han i$ doe!n*$ need $o "e !aid. 9o a#!o have $o #ook a$ $he ind!$r%%o*re in. In a high $ech engineer compan% I 'o#d defini$e#% do i$. -he% #ovemode#!. =$ %e! %o have $o kno' %or environmen$.

Do you thin, %ositi#e reinforcement -or,s to im%ro#e the %erformance of

em%$oyees Why or -hy not9e!. If i$*! $he righ$ po!i$ive reinforcemen$) and i$ i! no$ de#ivered ever% !ing#e$ime. I don*$ e(pec$ $o "e pa$$ed on $he "ack for coming 'ork ever%da%. -ha$*!

!$ par$ of $he o" !o %o !ho#dn*$ ge$ re'arded for $ha$. =$ for !omeone 'hoha! gone a"ove and "e%ond defini$e#%. I$ encorage! $hem and mo$iva$e! $hem'hen %o recogni:e $hem for $heir hard 'ork. I$ i! hman na$re $o 'an$ $o "erecogni:ed. 9o a#!o have $o kno' $he per!on H #ike if a per!on doe!n*$ #ikege$$ing a'ard! in p"#ic $hen %o 'o#dn*$ do $ha$. =$ i! doe! 'ork if i$ i! doneproper#% and in $he righ$ con$e($.

Ha#e you %ersona$$y coached an em%$oyee .f so) te$$ me -hat occurred0I had an individa# 'ho "a!ica##% 'a!n*$ doing hi! o". I$ 'a! a$ Rack "$ in adifferen$ region. &e 'a! in ano$her $raining cen$er !o I didn*$ have da% $o da%in$erac$ion 'i$h $hi! per!on. I didn*$ kno' 'ha$ he 'a! doing "$ I 'a! ge$$ingfeed"ack from $he rea anager!. &e 'o#d ca## in !ick) no$ do hi! 'ork) e$c.=a!ica##% I 'a! !$raigh$ for'ard 'i$h him and $o#d him I 'a! n!re of hi! ac$ion!.I 'a! no$ receiving $hing! in a $ime#% manner) e$c. nd I $o#d him m%e(pec$a$ion!. We came p 'i$h an ac$ion p#an 'here he had $o give me hi!ca#endar and #e$ me kno' 'ha$ he 'a! doing. =a!ica##% I ended p having $omicromanage him. We 'o#d have conference ca##! once a 'eek if 'e didn*$mee$ in per!on. I$ rea##% didn*$ 'ork $ha$ $ime. =$ I didn*$ give him an%con!eence!. In $he "eginning i$ 'a! good "$ $hen he $apered off. o 'e$a#ked again and I #e$ him kno' $he con!eence!. If he didn*$ do hi! o" 'e'o#d have $o end hi! emp#o%men$. I$ ended p no$ 'orking o$ "eca!e he"a!ica##% !$ didn*$ 'an$ $o do hi! o". o 'e had $o fire him. I$ i! hard $o ho#dpeop#e accon$a"#e from far a'a%. I don*$ have $ime $o check in 'i$h !omeoneever%da%. &e #$ima$e#% cho!e no$ $o do $he righ$ $hing.

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Part of our assignment dea$s -ith coaching for %erformance during times ofchange0 What do you thin, is the main cause of em%$oyees not acce%tingchanges in an organi;ation

Fear of change. merger i! a c#a!!ic e(amp#e. ## $he!e $hing! are happeningand $he emp#o%ee! are 'ondering if $he% !$i## have a o". -he error i! $ha$ i$ i!

!a##% no$ commnica$ed 'e## and of cor!e i$ i! hman na$re $o $hink in anega$ive 'a%. no$her i! $ha$ $he% don*$ #ike change. -he% are !e$ in $heir 'a%!.I #ike i$ $hi! 'a% and I don*$ 'an$ $o change. #!o) #ack of commnica$ion. $ onecompan% I 'a! par$ of a change commi$$ee $ha$ dea#$ 'i$h ne' 'a%! of doing$hing!. -he% had a ver% e(pen!ive) de$ai#ed change proce!!) "$ i$ a## "a!ica##%came do'n $o commnica$ion) commnica$ion) commnica$ion.

Ho- do you thin, coaching can he$% to a$$e#iate that causeI$ can c#arif% 'ha$ $he change i! a"o$ and he#p $he emp#o%ee! nder!$and $heirro#e in $he change. I$ i! impor$an$ $o ge$ peop#e invo#ved and ge$ $heir inp$. 9oa##o' $hem $o voca#i:e i!!e! and %o #i!$en $o $heir concern!. If $he compan%

kno'! a"o$ an i!!e) i$ can $ack#e $ha$. Kike if $he% have $o move $o a ne'#oca$ion $he compan% can he#p $hem nder!$and $he ne' environmen$.

"he author of the 'oo, . read for this assignment seems to thin, that mostcom%anies do not train em%$oyees on ho- to train others0 Ha#e you e#er 'eentrained 'y a com%any on ho- to teach others .f so) -hat -as in#o$#ed in thetraining

9e!.


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In$ervie'ee? Chari$% =e##o#e? &man e!orce! pecia#i!$Compan%? Rack in $he =o(9ear! of


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Many manager training %rograms introduce %sycho$ogica$ theories) such asMas$o->s hierarchy of needs0 Do you thin, these conce%ts are usefu$ tomanagers Why or -hy not

I $hink a!#o'*! $heor% in par$ic#ar can "e re#evan$ on a !rface #eve#. If 'earen*$ $aking care of or emp#o%ee!* "a!ic need! $hen 'e are no$ he#ping $hem.

$her $han $ha$ I don*$ $hink %o need $o. anager! in or "!ine!! don*$ pa%a$$en$ion. -he% need concre$e) direc$ $hing! no$ $heorie!. -he% are ver% hand!on and ac$ion orien$a$ed) !o $heorie! 'i## no$ he#p $hem. I per!ona##% $hink i$*!he#pf# "$ i$ i! no$ par$ic#ar#% impor$an$ $o $each $heorie! $o opera$ion peop#e.o' & peop#e %e!. -he% can app#% $he $heorie! "$ opera$ion! peop#e no.

Do you thin, %ositi#e reinforcement -or,s to im%ro#e the %erformance ofem%$oyees Why or -hy not

"!o#$e#% "eca!e %o*re !e$$ing e(pec$a$ion! and a##o'ing $hem $o achieve$hem. nd $he% can in$erna#i:e $hem. Peop#e !$rive $o ge$ recogni$ion and $hi!he#p! $hem !$rive $o mee$ $he e(pec$a$ion! of $he manager. -he ke% i! $ha$ i$ ha!

$o "e re'arding $o $he emp#o%ee. Kike if %o give ever%one a cand% "ar and $heemp#o%ee i! on a die$. -ha$*! no$ re'arding "$ in genera# peop#e #ike i$ and i$mo$iva$e! $hem $o con$ine mee$ing e(pec$a$ion!.

Ha#e you %ersona$$y coached an em%$oyee .f so) te$$ me -hat occurred0We## $oda% I me$ 'i$h a manager. &e a##eged#% ki!!ed hi! emp#o%ee! and 'hen I$a#ked $o him a fe' da%! ago he !aid he never ki!!ed hi! emp#o%ee!. =$ano$her manager !aid $ha$ he ki!!ed her $oo. &e !$i## !aid $oda% $ha$ he neverki!!ed $he emp#o%ee! "$ hi! !pervi!or 'a! $here and $he% are from $he !amec#$re. o he e(p#ained $o me $ha$ ki!!ing !omeone on $he cheek i! a !ign ofre!pec$ and i! no$ mean$ in a !e(a# 'a%. -he manager $hen !aid %eah) I ma%have done $ha$ "$ i$ i! no$ ki!!ing i$ i! a !ign of re!pec$./ o I had $o coach hima"o$ 'ha$ i! appropria$e in or c#$re and $ha$ i$ offend! peop#e e!pecia##% if$he% are %or emp#o%ee!. From $he emp#o%ee! per!pec$ive i$ i! !e(a#. In $heend he agreed "$ he 'o#d no$ !a% $ha$ he had ki!!ed an%one.


Fear. -he% are afraid of $he nkno'n. nd emp#o%ee! gro' comfor$a"#e in $heirro$ine! and da%$oda% proce!!e! !o if !omeone come! and 'an$! $o change$ha$ $he% ma% "e afraid $o #o!e $heir o" if $he% can*$ do 'ha$ i! e(pec$ed of $hem.I$ i! nkno'n $o $hem. #!o) if $he% have "een doing i$ a #ong $ime $he% ma% fee#$ha$ $heir 'a% i! $he "e!$ 'a%) $heir kno'#edge i! "e$$er "eca!e $he proce!! ha!"een !cce!!f#.

Ho- do you thin, coaching can he$% to a$$e#iate that causeWe##) $ho!e 'ho have fear of changing) %o can inform $hem of $he change andgide $hem dring $he change proce!!. Ke$ $hem kno' $ha$ $he% are no$ a#oneand provide re!orce! $o $hem !o $he% have a $oo# $o he#p $hem 'i$h $he change

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or make a deci!ion. For $ho!e $ha$ kno' $heir 'a% i! "e$$er) coaching he#p!e(p#ain $o $hem 'ha$ $he "enefi$! are $o $hem. ome peop#e have $o ge$ in and!ee i$ for $hem!e#ve!. 9o have $o #e$ $hem come $o $he rea#i:a$ion $ha$ i$ 'i## "e!cce!!f# on $heir o'n. =$ %o can*$ make !omeone "e#ieve in a proce!!) anda $ime ma% come 'hen no$ fo##o'ing $he ne' proce!! mean! %o #o!e %or o".

no$her $hing $ha$ he#p! $hem change i! "eing open $o $heir opinion H Rack i!good a"o$ $hi!. If $he compan% i! open $o hearing from $he manager! i$ make!$hem more recep$ive $o $he idea and #$ima$e#% i$ make! $he compan% and $hep#an more !cce!!f#.

"he author of the 'oo, . read for this assignment seems to thin, that mostcom%anies do not train em%$oyees on ho- to train others0 Ha#e you e#er 'eentrained 'y a com%any on ho- to teach others .f so) -hat -as in#o$#ed in thetraining

9e!. When I 'a! a $rainer I 'en$ $o a $raining program ca##ed Crea$ive -raining-echnie!/. I$ didn*$ $e## %o ho' $o $rain "$ i$ gave informa$ion on ho' $o

faci#i$a$e #earning. Come $o $hink of i$ in $he & rea#m I haven*$ had an% $rainingon ho' $o do inve!$iga$ion! or an%$hing. I$ 'a! kind of $hro' %o $o $he 'o#ve!. Idid ge$ feed"ack from $he "o!! $hogh. he 'o#d 'a$ch a c#a!! and $e## %o'ha$ %o co#d do "e$$er. =$ i$ 'a! !$i## 'a$ch me do i$ and do a! I do. o'here %o go.

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In$ervie'ee? Dog e##er!o#e? -raining pecia#i!$Compan%? Rack in $he =o(9ear! of


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Many manager training %rograms introduce %sycho$ogica$ theories) such asMas$o->s hierarchy of needs0 Do you thin, these conce%ts are usefu$ to

managers Why or -hy not9e! $he% are. =$ "eca!e of $he edca$iona# "ackgrond of !ome of $heemp#o%ee! $he% don*$) 'on*$) or can*$ nder!$and i$. I$ doe! provide a gide#ine"$ i$ need! $o "e de#ivered in #a%man*! $erm! !o $he% can nder!$and i$.

Do you thin, %ositi#e reinforcement -or,s to im%ro#e the %erformance ofem%$oyees Why or -hy not

9e!. 9o foc! on $he "ehavior! $ha$ $he% are doing righ$ and 'an$ $hem $ocon$ine doing. If %o foc! on#% on $he nega$ive $he% 'on*$ "e mo$iva$ed $o'ork. If %o $e## peop#e $he% are doing 'e## $he% 'i## con$ine $o do i$. -henega$ive doe! no$ mo$iva$e emp#o%ee!.

Ha#e you %ersona$$y coached an em%$oyee .f so) te$$ me -hat occurred0I have "o$h in $he ho$e# and here. I p##ed $he emp#o%ee !ide. 9o a#'a%! 'an$$o make i$ priva$e. I$ i! impor$an$ $o reinforce $he po!i$ive "ehavior! andrecogni:e 'ha$ $he emp#o%ee i! doing righ$. -hen 'a#k $hrogh $he !cenario 'i$h$hem. -e## $hem $hi! i! 'h% 'e are here. &ere i! 'ha$ %o !aid. I! $hi! 'ha$!ho#d have $aken p#aceB Kook a$ $he end re!#$ of 'ha$ occrred and ro#e p#a%'i$h $hem. ake !re $he% #ook) !ee) hear 'ha$ $he pro"#em i!. I a#'a%!encoraged m% peop#e $o make a deci!ion and if $he deci!ion $he% made 'a!again!$ po#ic% or $icked off a ge!$ $hen I 'o#d !i$ do'n and di!c!! i$ 'i$h $hem.Wha$ co#d %o have done "e$$erB -he mo!$ impor$an$ $hing i! $o make i$ priva$eand po!i$ive "eca!e i$ co#d "ring $o $he !rface an oppor$ni$% area.


-he% have "een doing i$ for !o #ong and $he% are !$ck in $heir 'a%!. -he% areafraid $o change or don*$ kno' ho' $o change. r $he% !$ 'on*$ change. r$he% had no one $here $o gide $hem in changing and $he% $hink I have "eendoing $hi! for 15 %ear! and no' %o come $o me and $e## me do i$ $hi! 'a%/.Wh% didn*$ %o $e## me $ha$ 15 %ear! agoB/

Ho- do you thin, coaching can he$% to a$$e#iate that causeWha$*! a nice 'a% $o !a% $hi!B I ge!! give an #$ima$m. I nder!$and no oneha! correc$ed %or "ehavior "$ if %o 'an$ $o !$a% 'i$h $he organi:a$ion %o 'i##have $o change. If %o don*$ %or emp#o%men$ ma% "e c$ !hor$. I$ can "ring $o$he !rface !ome$hing $ha$ no one ha! $o#d $hem "efore.

"he author of the 'oo, . read for this assignment seems to thin, that mostcom%anies do not train em%$oyees on ho- to train others0 Ha#e you e#er 'een

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Practitioner.nter#ie-s 6na$ysis

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-he $'o "ook! revie'ed !$re!!ed ho' coaching i! a nece!!i$% in $he "!ine!! 'or#d inorder $o crea$e a "e$$er 'ork environmen$ for "o$h $he emp#o%ee and $he manager. -heconc#!ion from $he prac$i$ioner in$ervie'! 'ere con!i!$en$ 'i$h $he informa$ionmen$ioned in $he "ook!. -hogh each prac$i$ioner in$ervie'ed ha! $heir o'n e(periencein $he fie#d of managemen$) $he% a## voiced !imi#ar concern! 'hen i$ come! $o coaching

of $he emp#o%ee. ## prac$i$ioner! in$ervie'ed "e#ieved $ha$ coaching i! vi$a# or a$ #ea!$an e!!en$ia# par$ of "eing a manager.

-he prac$i$ioner! empha!i:ed $ha$ coaching invo#ve! $he emp#o%ee! and define! and>orremind! $he emp#o%ee of $he goa#! and e(pec$a$ion! from $heir manager. Coachinghe#p! gide manager! $hrogh diffic#$ proce!!e! 'i$h $heir !$aff "% engaging $heemp#o%ee !o $ha$ $he% rea#i:e $ha$ $heir manager i! pa%ing a$$en$ion $o $heir ac$ion! andno$ !$ re!#$!. o$ a## manager! are good coache!. Fai#re of coaching i! de $o fear)no$ "eing comfor$a"#e 'i$h $he proce!!) and avoidance on $he manager*! par$. -hi!#ead! $o poor performance and pro"#em! "% $he emp#o%ee) "eca!e $he% are nc#ear of$he e(pec$a$ion! of $he manager) or $he manager doe! no$ commnica$e 'i$h $he

emp#o%ee $heir in$en$ion!. $her !orce! for poor performance !$em! from #ack ofmo$iva$ion "% $he manager) ina$$en$ion $o $he emp#o%ee) poor $raining) or emp#o%ee! no$'an$ing $o change. -ime i! a#!o of concern hereM manager! !ho#d re!erve $ime $ocoach $heir emp#o%ee!. When $he manager !e$! a!ide $ime $o coach $he emp#o%ee andemp#o% po!i$ive reinforcemen$ and feed"ack) $hen $he emp#o%ee 'o#d 'an$ $o !$rive forrecogni$ionM $h! #eading $o "e$$er performing emp#o%ee!.

Coaching i! no$ ea!%L o!$ prac$i$ioner! in$ervie'ed a$$ended nmero! $rainingcor!e! on coaching) "$ !ome revea# $ha$ i$ i! !$i## diffic#$ even af$er !o man% %ear! ofcoaching. -he rea# 'or#d rea!on i! $ha$ each emp#o%ee i! differen$ from one ano$herand $he !i$a$ion! $ha$ ari!e are never $he !ame. =eing fair and con!i!$en$ i! impor$an$in a## ca!e! "eca!e $ha$ 'i## he#p 'i$h $he ne($ coaching !e!!ion $ha$ come! p.

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6cademic Research

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cademic e!earchnno$a$ed =i"#iograph%

1) Coaching for !cce!!/) I!#e%) ;aren . $ra$egic Commnica$ion anagemen$) Fe">ar2001) Jo#. 5 I!!e 2) p82) DonE$ mi!! $he mark -IJ-I $ha$ W;/)E&erron) Rennifer. Ca## Cen$er aga:ine)

Rn2005) Jo#. 18 I!!e 6) p3241

3) Improving emp#o%ee performance? aor !pervi!or% re!pon!i"i#i$%/) Wei!!) W.&..pervi!ion) c$@8) Jo#. 5@ I!!e 10) p6

4) Workp#ace Coaching/) h$$p?>>'''.'orkp#acecoaching.com>5) Performance Coaching o' and For $he F$re/) Kca!) o"er$ Wi##iamM &

Foc!) Ran@4) Jo#. 71 I!!e 1) p136) &o' m I DoingB/) $. e%er) o"er$M =ank arke$ing) a%2002) Jo#. 34 I!!e 4) p187) ;a$ie Davi! and Pa$rick a#one. Coaching? -he ;e% $o Performance

Improvemen$. '''.'[email protected]>cgi"in>#ink!>mp.cgiBIDT37058, Kong) Rennifer. Performance Coaching? -he i!!ing Kink $o Keve# 3 Impac$./

Chief Kearning ffice 3?2 +Fe"rar% 2004,? 2025.@, ackin$o!h) ##an. emoving $he =arrier! $o Performance.

'''.performanceam.com>PDF>emoving$he"arrier!$oPerformance.pdf10)ackin$o!h) ##an. Gncovering $he ecre$! $o [email protected]$m

12,C#emmer) Rim. Coach*! P#a%"ook for Keader!.h$$p?>>'''.c#emmer.ne$>e(cerp$!>coach!Up#a%"ook.!h$m#

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?Coaching for success@)I!#e%) ;aren .M $ra$egic Commnica$ion anagemen$Fe">ar2001) Jo#. 5 I!!e 2) p8

In Coaching for !uccess) I!#e% #ook! a$ ho' manager! can improve $heir commnica$ion and impac$ individa# emp#o%ee! "% con!idering $heirmo$iva$ion $echnie. !$d% condc$ed "% Wa#ker Informa$ion fond $ha$ on#% 28Q of emp#o%ee! are 'i##ing $o 'ork harder $o make $heir companie!!cceed. -h! !parked I!#e% $o condc$ a one %ear re!earch 'hich revea#ed $he fo##o'ing?

!$ained coaching and mo$iva$ion) $ai#ored $o each per!on*! need! can drivegrea$er !cce!! $han a !$ar$and!$op) one !i:ed fi$! a## approach $ha$ foc!e!more on pena#$ie! for fai#re and #e!! on coaching for !cce!!.

-he re!#$!?

*ffec$ive managers kno) $he emplo"ees $he" are $r"ing $o mo$iva$e H In!$ead ofimp#emen$ing a !ing#e program) "egin "% a!king opinion! of emp#o%ee! $hrogh a !rve% or re!earch on 'ha$ $he emp#o%ee prefer!.-hi! give! $he organi:a$ion oppor$ni$% $o have more op$ion! avai#a"#e "a!ed on concern! of emp#o%ee!.

(ega$ive reinforcemen$ should +e handled )i$h care H Dea# 'i$h an% nega$ivene!! on a oneonone "a!i!. -hi! he#p! $he manager ge$ $o kno' $he emp#o%ee "e$$er a! 'e## a! no$ crea$e a ho!$i#e environmen$ in fron$ of o$her!.

!$rong organia$ions focus on helping people succeedH ffer individa#i:ed a$$en$ion and

gidance !ch a! men$oring program! or gided con!e#ing.

Incen$ives alone are no$ effec$iveH Incen$ive! do no$hing for $ho!e 'ho canno$ perform $he ree!$ed $a!k.-he individa# m!$ "e capa"#e of achieving $he goa# "efore an incen$ive i! !e$ p.

The more op$ions "ou give, $he more oppor$uni$ies "ou have $o mo$iva$eH compan% canno$ "e $o$a##% individa#i:ed) !o $he more coaching and gidance avai#a"#e) $he nm"er of mo$iva$ed emp#o%ee! 'i##increa!e.

-he impac$ of emp#o%ee mo$iva$ion i! rare#% di!p$ed. I!#e% !$a$e! $ha$ i$ $ake! for $ime! $he depar$ing per!on*! !a#ar% $o rep#ace !$ one emp#o%ee)$herefore organi:a$ion! !ho#d con!ider mo$iva$ion op$ion! c#o!e#% $o he#p re$ain emp#o%ee!.

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DonAt miss the mar, M".6".& that WRKS@ )E&erron) RenniferM Ca## Cen$er aga:ine) Rn2005) Jo#. 18I!!e 6) p3241

David !!a oined W%ndham In$erna$iona# Ca## Cen$er a! vice pre!iden$ and !$ar$ede(periencing and anna# $rnover of 150Q. &e fond $ha$ $he ca## cen$er 'a!condc$ing "e$'een 20 $o 25 $raining c#a!!e! per %ear $o keep p 'i$h $he ne' hire!.

&i! goa# 'a! $o redce $he $rnover $o a minimm.

-he fir!$ !$ep !!a $ook 'a! $o condc$ forma# and informa# foc! grop! $o find o$direc$#% from $he emp#o%ee! 'ha$ $he% #iked a"o$ 'orking a$ $he ca## cen$er a! 'e## a!'ha$ $he% di!#iked. &e $hen 'a! a"#e $o con!$rc$ a mo$iva$ion and incen$ive! !$ra$eg%.&i! program 'a! !cce!!f# in $ha$ i$ redced $he $rnover ra$e do'n $o 35Q 'i$ho$increa!ing hand#ing $ime. &o' did he do $hi!B &e addre!!ed $he nder#ining ca!e! of$he agen$*! di!!a$i!fac$ion. -he agen$! 'ere ac$a##% demo$iva$ed "% $he manager*!#ack of a$$en$ion. ne of $he con!#$an$! on $he ca!e advi!ed $o !!a $ha$ $here 'ere$hree main area! of $he agen$*! need!?

Ph%!ica# need! H re $he agen$! 'orking in a c#ean and !afe environmen$Bre $he chair! and head!e$! in good condi$ionB

en$a# need! H Do agen$! receive enogh $raining and coaching $o do $heir$a!k 'i$h confidenceB


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Jer"a#i:e and ac$ 'i$h an in!piring vi!ion and mi!!ion.

Proec$ a corageo! !piri$.

=ehave 'i$h en$h!ia!m.

nce $he fndamen$a# i!!e! affec$ing mo$iva$ion and mora#e are addre!!ed) incen$ive!

#ike pi::a par$ie! and a$$endance con$e!$! "ecome more effec$ive.

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?.m%ro#ing em%$oyee %erformance: Ma=or su%er#isory res%onsi'i$ity@ )Wei!!) W.&.Mpervi!ion c$@8) Jo#. 5@ I!!e 10) p6

Wei!! men$ion! $ha$ 'hen !"ordina$e! are more invo#ved in deci!ion making)!perior! have a grea$er inf#ence in ho' deci!ion! are carried o$. =$ mo!$!pervi!or! "e#ieve $ha$ $he% $hem!e#ve! have earned $he privi#ege of making $heir o'n

deci!ion! "eca!e of $he %ear! of hard 'ork) $raining and !acrifice! $he% have p$ in.-ho!e manager! don*$ rea#i:e $ha$ managemen$ i! no$ a privi#ege "$ a re!pon!i"i#i$%."ordina$e! !ho#d par$icipa$e in deci!ion! concerning $heir 'ork. -o improveemp#o%ee performance Wei!! !$a$e! $he !pervi!or !ho#d a##o' par$icipa$ion) deve#opa#i$% o" ha"i$! of $he emp#o%ee) and rai!e $heir !ki## #eve#.

When emp#o%ee! par$icipa$e in $he deci!ion making proce!! "o$h $he compan% and $heemp#o%ee gain!. Par$icipa$ion of$en !erve! $o preven$ 'or$h#e!! idea! from "eingadop$ed and poor#% conceived change! from "eing made) !ch $ha$?

-he procedre he#p! $o increa!e emp#o%ee*! confidence in managemen$

in$en$ion!. When emp#o%ee! are a!ked $o e(pre!!ed $heir opinion) $he fee# impor$an$ and

in/ on $hing!.

Par$icipa$ion he#p! $o deve#op a "e$$er nder!$anding of change.

=eca!e of par$icipa$ion) peop#e "ecome more commi$$ed $o $he deci!ion in'hich $he% $ook par$.

When !"ordina$e! par$icipa$e) $heir capa"i#i$ie! are deve#oped ande(panded.

Par$icipa$ion he#p! emp#o%ee! "roaden $heir o$#ook.

ome 'a%! $ha$ Wei!! men$ion! $o deve#op a#i$% o" ha"i$! and improve performanceinc#de?

1. $ar$ ne' emp#o%ee! off righ$ "% !e$$ing high performance !$andard! for $hem.2. e$ $o kno' %or depar$men$ emp#o%ee!.3. Don*$ accep$ #e!! $han "e!$ from an emp#o%ee.4.


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2. ecogni:e coaching a !#o' #earner invo#ve! cri$ici!m and $h! m!$ !e $hecri$ici!m! !paring#% and caref##%.

3. Don*$ !a%) Wh% i! i$ $aking %o !o #ongB/ !k $he emp#o%ee an% !gge!$ion!for po!!i"#e an!'er!. Foc! on $he pro"#em) no$ $he per!on.

4. ake !re $he emp#o%ee accep$! $he $raining o"ec$ive!.

5. Fo##o' p on 'ha$ $he emp#o%ee ha! agreed $o do. -hi! inc#de! !e$$ingdead#ine! $ha$ $he emp#o%ee agreed pon.

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Wor,%$ace Coaching htt%:


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=i#ding on !$reng$h! and redcing 'eakne!!e!

De#ivering hone!$ feed"ack

-herefore) $he an!'er $o 'h% re!#$!* coaching i! $ha$ 'i$h $hi! proce!!) coache! canhe#p e(ec$ive!) manager!) profe!!iona#! and "!ine!! o'ner! ever% %ear $o "e more

effec$ive in $heir career) and $heir #ive!.

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?Performance Coaching &o- and /or the /uture@) 9ucas) Ro'ert Wi$$iam &Foc!) Ran@4) Jo#. 71 I!!e 1) p13

Kca! offer! !gge!$ion! $o manager! on ho' $o make an effec$ive eva#a$ion ofemp#o%ee performance. &e #a%! o$ eigh$ pha!e! and !$a$e! $ha$ !cce!! 'i## depend

on $he a"i#i$% of manager! $o recogni:e $he need for effec$ive performance feed"ack.&e !$a$e! $ha$ $he eigh$pha!e coaching proce!! mode# can make coaching effor$!ea!ier. -he !$age! fo##o'?

Pha!e 1

Pha!e 2 H Co##ec$ performance da$e? Performance da$a inc#de! an% on$heo""ehavior $ha$ can adea$e#% eva#a$e an emp#o%ee*! performance. Kca! #i!$ed !omeme$hod! of ga$hering performance da$a 'hich range! from ga$hering c!$omer !rve%!)per!ona# o"!erva$ion!) in$ervie'! 'i$h emp#o%ee!) $heir peer! or o$her !pervi!or!) $operformance apprai!a#!) repor$!) and !e#fa!!e!!men$ e!$ionnaire!.

Pha!e 3 H na#%:e performance? nce da$a ha! "een co##ec$ed on performance)manager! m!$ eva#a$e each area 'i$h fairne!! and accrac% $o de$ermine area!'hich emp#o%ee! are deficien$) mee$ing goa#!) and>or e(ceeding e(pec$a$ion!.

Pha!e 4 H evie' and modif% goa#!? In pha!e 4) defici$! "e$'een ac$a# and de!iredperformance goa#! are iden$ified and addre!!ed in mee$ing! 'i$h emp#o%ee!. Feed"ackon performance 'i## "e provided) and $hen goa#! can "e revi!ed $o a##o' #a$er !cce!!.

Pha!e 5 H Iden$if% deve#opmen$a# re!orce!? In $hi! pha!e) $he manager eva#a$e! $hedeficiencie! and iden$if% re!orce! $o he#p emp#o%ee! improve $heir performance.

Pha!e 6 H Deve#op an ac$ion p#an? When deve#oping an ac$ion p#an) Kca! 'an$! $hemanager $o keep in mind $he fo##o'ing?

Wha$ are emp#o%ee! doing righ$B Wha$ need! $o "e improvedB Wha$ !pecific kno'#edge) !ki##! or a$$i$de! need $o "e addre!!edB Wha$ re!orce!) !$ra$egie! and ac$ion! 'i## improve performanceB When 'i## manager! and emp#o%ee! ge$ $oge$her $o revie' progre!!B When m!$ $a!k! "e comp#e$edB

Pha!e 7 H Imp#emen$ !$ra$egie!? nce ac$ion p#an! are recogni:ed) $he manager!ho#d fo##o' p 'i$h $he emp#o%ee $o make cer$ain $ha$ $he emp#o%ee i! achieving$ho!e goa#!. -he emp#o%ee*! !cce!! rea##% depend! on $he manager*! a"i#i$% $o fo##o'p 'i$h $he emp#o%ee*! goa#!. ome $hing! $ha$ $he manager can do $o en!re $ha$ $he

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emp#o%ee i! 'orking on $heir goa# are $o ge$ feed"ack from $he emp#o%ee) 'a$ch $heemp#o%ee perform) or provide po!i$ive feed"ack $o emp#o%ee! 'hen nece!!ar%.

Pha!e 8 H


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?Ho- 6m . Doing@) St0 Meyer) Ro'ert Ban, Mar,eting) May*++*) o$0 3E .ssue E)%(

$. e%er !$ar$! $he ar$ic#e "% men$ioning $ha$ $he ke% $o improving re$rn on !a#e!$raining i! $o $each %or manager! $he va#e of performance coaching. When a financia#

in!$i$$ion fa##! !hor$ of !a#e! performance) 'ha$ do $he% doB -raining $he !a#e! peop#ei! $he an!'er) "$ no$ an% $raining 'i## do. $. e%er! !$a$e! $ha$ $he righ$ coaching!ho#d "e !ed or i$*! #ike $hro'ing mone% a'a%.-he ar$ic#e o$#ine! $hree "a!ic $%pe! of coaching?

core"oard coaching foc!e! on $he nm"er!. $a$ !hee$ coaching #ook! a$ ac$ivi$ie!) !ch a! $he nm"er of !a#e! ca##! made. Performance coaching $arge$! ro#e!) "ehavior!) and emp#o%ee!E proficienc% a$

carr%ing o$ $heir cri$ica# $a!k!.

Coaching i! no$ a"o$ ge$$ing high nm"er! or !coring in !$a$i!$ica# range!) i$ i! a"o$

"ehavior! $ha$ m!$ "e 'e## e(ec$ed $o f#fi## an organi:a$ionE! va#e propo!i$ion. va#e propo!i$ion i! a promi!e $o c!$omer!.


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proce!!)V !a%! ndre' =ever#e%) !enior vice pre!iden$ of Cen$ra# =ancompan%.Coaching a#!o $ake! effor$ for !cce!! $o happen. nd coache! 'i## kno' $hi! 'henper!onne# "ecome proficien$ ick#%) de#iver on va#e propo!i$ion!.

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Katie Da#is and Patric, Ma$one0 Coaching: "he Key to Performance .m%ro#ement0---0-or,F0com


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9ong) Jennifer0 ?Performance Coaching: "he Missing 9in, to 9e#e$ 3 .m%act0@Chief 9earning ffice 3:* 1/e'ruary *++E2: *+*50

In $hi! ar$ic#e Rennifer Kong de!cri"e! ho' coaching can improve pon $he Keve# 3

Impac$ di!c!!ed in Dona#d ;irkpa$rick*! for #eve# mode# $o eva#a$e a $rainingprogram. Keve# 3 Impac$ dea#! 'i$h "ehavior change!) and Kong !gge!$! $ha$coaching can #ead $o $he !cce!! of $raining program! "% en!ring $ha$ ma$eria# $agh$in $raining i! achieved in $he 'orkp#ace.

Kong "e#ieve! $ha$ $he performance infra!$rc$re) e($erna# fac$or! $ha$ inf#ence aper!on*! a"i#i$% $o ac$a##% app#% and in$egra$e $raining on $he o"/) i! $he main rea!on'h% $raining fai#!. If a manager doe! no$ a##o' an emp#o%ee $o !e a !ki## $agh$ in$raining on $he o" $hen $eaching $he !ki## 'a! 'or$h#e!!. Kong "e#ieve! $ha$ "% addingcoaching $o $he mi() $he!e e($erna# fac$or! 'i## "ecome minima# and $he $rainingprogram 'i## "e !cce!!f#.

Kong define! coaching a! a prac$ice $hrogh 'hich an individa# !ppor$! $he #earningor performance improvemen$ of ano$her individa# $hrogh in$erac$ive e!$ioning ando$her mean! of ac$ive inp$ and !ppor$./ coach faci#i$a$e! change in $heenvironmen$) iden$ifie! performance gap!) and achieve! a commi$men$ $o #earning.e!earch !$a$e! $ha$ mo!$ manager! are engaged in par$ of $he coaching proce!! "%ge$$ing emp#o%ee! $o !ee 'ha$ $he% are doing 'rong) he#ping $hem find !o#$ion! andcrea$ing an ac$ion p#an $o change $he "ehavior. &o'ever) $hi! i! no$ enogh $o make a#ong $erm change occr. ;irkpa$rick give! for condi$ion! $ha$ are nece!!ar% $o effec$change?

1. -he per!on m!$ have $he de!ire $o change. Coaching can he#p direc$ $heemp#o%ee! foc! $o $he de!ired change and encorage $hem $o make i$happen.

2. -he per!on m!$ kno' 'ha$ $o do and ho' $o do i$. -raining provide! $heini$ia# kno'#edge for $hi! !$ep "$ coaching fr$her! i$ "% a##o'ing $heemp#o%ee $o prac$ice and improve $he ne' !ki##. Immedia$e change 'i## occr!imp#% "% $he emp#o%ee !ing $he ne' !ki##. ver$ime) $he !ki## #eve# 'i##improve.

3. -he per!on m!$ 'ork in $he righ$ c#ima$e. If $he emp#o%ee i! reired $o !e$he ne' !ki## in $he 'orkp#ace $hen $he $raining 'i## have more 'eigh$ for $heemp#o%ee. Coaching can provide $hi! c#ima$e.

4. -he per!on m!$ "e re'arded for changing. coach can provide $herecogni$ion of change "% giving feed"ack a$ ever% coaching !e!!ion. =%re'arding $he change emp#o%ee! are more #ike#% $o "i#d !e#f confidence andhave grea$er o" !a$i!fac$ion.

Kong "e#ieve! $ha$ once coaching i! imp#emen$ed in$o a compan% i$ 'i## "ecome a par$of i$! c#$re. -here i! no$ mch 'ri$$en a"o$ ho' $o imp#emen$ a coaching program$hogh) !o Kong !gge!$! $ha$ "efore a manager "ecome! a coach he !ho#d "e

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coached him!e#f. I$ i! impor$an$ $o !ee a !cce!!f# coach in ac$ion $o "ecome one. In$hi! 'a% $he manager 'i## "e a"#e $o rea#i:e hi! o'n capa"i#i$ie! and have a coach $omode# hi! "ehavior! af$er. -hen he can move on $o improving hi! o'n coachinga"i#i$ie!.

Kong a#!o "e#ieve! $ha$ coaching m!$ inc#de prac$ice. di!c!!ion 'i$h an emp#o%eei! no$ enogh $o effec$ change. Coaching !ho#d a##o' an emp#o%ee $o $r% a ne' !ki## ina !afe and !ppor$ive environmen$ "eca!e i$ i! #ike#% $ha$ he 'i## no$ do i$ righ$ $he fir!$$ime. =% a##o'ing $he emp#o%ee $o prac$ice in $hi! environmen$ he 'i## "e more confiden$doing $he !ki## in $he rea# 'or#d.

In order for $raining program! $o "e effec$ive i$ i! impor$an$ $ha$ $here i! a "ehaviorchange in $he $rainee. Coaching i! one 'a% $o en!re $ha$ $ho!e change! occr. I$a##o'! $he individa# $o prac$ice $he !ki## and ge$ !ppor$ !o $ha$ he can improve.Wi$ho$ $he prac$ice $he ne' !ki##! #earned "% emp#o%ee! in $raining are "a!ica##%'or$h#e!!.

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Mac,intosh) 6$$an0 Remo#ing the Barriers to Performance0---0%erformanceam0com


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re!o#ve $he i!!e. nce $hi! i! done) $he manager 'i## 'a#k $hr

Coaching Team 3

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