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Coaching Employees For
Improved Performance
Why Don’t Employees Do
         What We Want Them To Do?
•   Don’t know what to do.**
•   Don’t know how to do it.
•   Don’t know why they should.
•   Obstacles beyond their control.
•   Don’t think it will work.
•   Think their way is better.
•   Not motivated – poor attitude.
Why Don’t Employees Do
         What We Want Them To Do?
•   Incapable of doing it.
•   Not enough time.
•   Working on wrong priority items.
•   They think they are doing it already.
•   Poor management.
•   Personal issues.
**Given as first or second answer 99% of the time, but
  managers rarely start there.
Coaching

Coaching focuses on future possibilities,
          not past mistakes.
    A manager’s responsibility is to
  provide support to the employee in
    the attainment of possibilities
      so that both may succeed.
Coaching Analysis
• Identify unsatisfactory performance
• Does the employee know their performance is not
  what it should be?
• Does the employee know what is supposed to be done
  and when?
• Are there obstacles beyond the employee’s control?
• Does employee know how to do it?
Coaching Analysis

• Do negative consequences follow performance?
• Do positive consequences follow non-performance?
Coaching: The Discussion
• Getting agreement a problem exists
• Mutually discuss alternative solutions
• Mutually agree on action to be taken to solve the
  issue
• Follow up to ensure actions is taken and recognize
  any achievement
Coaching: Feedback
•   Silence
•   Criticism
•   Advice
•   Reinforcement (positive)
•   Be specific
•   Timing
Coaching: Feedback
• Needs of person receiving the feedback
• Focus on behavior the receiver can do something
  about
• Define impact on you, unit/team, company
• “I” statements versus “You” statements
• Message received?
• Be calm, sincere and monitor body language
Coaching: Feedback
•   Reinforcement is the most effective form of feedback
•   Criticism is the most ineffective
•   Difference between criticism and advice is timing
•   Criticism overpowers all other feedback
•   Silence is not always “golden” – leaves open for
    misinterpretation
Coaching: Feedback
                Poorly Received
•   Subjective
•   Judgmental
•   Blaming
•   Threatening
•   Demeaning
•   Comparing
•   Vague
•   Guessing at motives
Employee Defense Strategies
•   Excuses and sympathy
•   Apology and promises
•   Switching
•   Anger
•   Tears
•   Self-pity
•   Innocence and blaming
•   Friendliness
Coaching: DESCribe
•   Describe behaviors
•   Effect
•   Pause and Listen
•   Solicit input
•   Collaborate/choose what to do
•   Follow-up, review performance and determine next
    steps/plan
Keys to Coaching
•   Contact and communication
•   Counseling
•   Mentoring
•   Provide education
•   Conflict resolution

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Coaching Employees For Improved Performance

  • 2. Why Don’t Employees Do What We Want Them To Do? • Don’t know what to do.** • Don’t know how to do it. • Don’t know why they should. • Obstacles beyond their control. • Don’t think it will work. • Think their way is better. • Not motivated – poor attitude.
  • 3. Why Don’t Employees Do What We Want Them To Do? • Incapable of doing it. • Not enough time. • Working on wrong priority items. • They think they are doing it already. • Poor management. • Personal issues. **Given as first or second answer 99% of the time, but managers rarely start there.
  • 4. Coaching Coaching focuses on future possibilities, not past mistakes. A manager’s responsibility is to provide support to the employee in the attainment of possibilities so that both may succeed.
  • 5. Coaching Analysis • Identify unsatisfactory performance • Does the employee know their performance is not what it should be? • Does the employee know what is supposed to be done and when? • Are there obstacles beyond the employee’s control? • Does employee know how to do it?
  • 6. Coaching Analysis • Do negative consequences follow performance? • Do positive consequences follow non-performance?
  • 7. Coaching: The Discussion • Getting agreement a problem exists • Mutually discuss alternative solutions • Mutually agree on action to be taken to solve the issue • Follow up to ensure actions is taken and recognize any achievement
  • 8. Coaching: Feedback • Silence • Criticism • Advice • Reinforcement (positive) • Be specific • Timing
  • 9. Coaching: Feedback • Needs of person receiving the feedback • Focus on behavior the receiver can do something about • Define impact on you, unit/team, company • “I” statements versus “You” statements • Message received? • Be calm, sincere and monitor body language
  • 10. Coaching: Feedback • Reinforcement is the most effective form of feedback • Criticism is the most ineffective • Difference between criticism and advice is timing • Criticism overpowers all other feedback • Silence is not always “golden” – leaves open for misinterpretation
  • 11. Coaching: Feedback Poorly Received • Subjective • Judgmental • Blaming • Threatening • Demeaning • Comparing • Vague • Guessing at motives
  • 12. Employee Defense Strategies • Excuses and sympathy • Apology and promises • Switching • Anger • Tears • Self-pity • Innocence and blaming • Friendliness
  • 13. Coaching: DESCribe • Describe behaviors • Effect • Pause and Listen • Solicit input • Collaborate/choose what to do • Follow-up, review performance and determine next steps/plan
  • 14. Keys to Coaching • Contact and communication • Counseling • Mentoring • Provide education • Conflict resolution