U.S. General Services AdministrationFederal Acquisition ServiceU.S. General Services Administration. Federal Acquisition Service.Delivering FeedbackAnd Coaching for SuccessPartnership for Public ServiceMay 2012
Delivering Feedback and Coaching for Success GSA Expo 2012
Partnership for Public Service The Partnership for Public Service works to revitalize our federal government by inspiring a new generation to serve and by transforming the way government worksSecuring the Right Talent • Call to Serve and Annenberg Speakers BureauEngaging Employees to Deliver Results • Best Places to Work in the Federal GovernmentDeveloping and Energizing Leaders • Center for Government LeadershipFueling Innovation • Service to America Medals (Sammies)
Center for Government Leadership Preparing federal leaders to solve national challenges by driving innovation, inspiring employees and delivering results Alumni Network
Benefits of Coaching for Performance Opportunity to make necessary changes or maintain good behavior Helps each employee develop an accurate self-image Facilitates mutual problem-solving Supports a culture of learning and growth Retains employees
A Tool: SMART Goals Specific Measurable Action-oriented Realistic Time-bound
Set Employees Up for Success1. Assess the individual’s ability to perform a given task based on experience and motivation2. Reach agreement with the employee on the level of support they need. For example: 1. Inexperienced employees may need you to: 1) teach them what to do, 2) let them try it out, and 3) have you closely monitor their performance and provide feedback 2. Experienced employees may need you to simply serve as a resource for thinking through problems or removing barriers3. Provide support and remove barriers to success
Provide Regular Feedback Feedback should be formal and informal Begin with an open-ended, problem-solving approach Set aside enough time for an open dialogue Do not allow the performance appraisal form to dictate the conversation“Managing Performance,” by Linda Hill and John Gabarro, Harvard Business School Note
10 Guidelines for ProvidingEffective Feedback1. Make it relevant2. Focus on the future3. Be honest and straightforward4. Make it timely5. Be specific6. Focus on behavior, not personality7. Keep it limited8. Be sure its actionable9. Explain the impact10. End on a positive note
Don’t Forget About Upward Feedback What is one thing you want me to continue doing? What is one thing that I can do to help your productivity? Your professional growth? If you could get me to stop doing one thing, what would it be (i.e., it diminishes your productivity, morale)? If you could get me to start doing one thing, what would it be (i.e., it would increase your productivity, morale)? What else can I do to be a better colleague/ supervisor?
Assessing Performance Take uninterrupted time to evaluate performance Test your assumptions and biases Ensure that you recognize the employee’s strengths Differentiate between your own actions and those of your employees“Managing Performance,” by Linda Hill and John Gabarro, Harvard Business School Note
Coaching for Improvement Be specific Take advantage of critical incidents Establish a development plan with benchmarks and timetables Identify resources for assistance Adapt your coaching style to the individual Agree to next steps (set SMART Goals)“Managing Performance,” by Linda Hill and John Gabarro, Harvard Business School Note
Managing Poor Performance1. Do your homework – explore what is going on2. If necessary, renegotiate goals or redirect3. Spend more time observing and monitoring performance and giving feedback4. Describe the consequences of continued low performance, if necessary
Busting Myths It is hard to fire someone for poor performance Firing someone takes too much documentation Performance actions can only occur during the annual review process Poor performers who have been “carried” can never be fired for performance
Barriers to Dealing with Performance Problems Grievances/EEO complaints Complicated process Burdensome documentation Problem will go away if you ignore it Lack of support from senior leadership
Thinking about the Long Run Create a safe space for employees to share their long-term goals even if they don’t involve your organization Draw links between the skills your employees are developing and the skills needed to reach their goals Find unique developmental opportunities that will help your employees work towards their goals
Coaching Simulation Exercise In groups of three, take turns delivering and receiving feedback: • Discuss as a group how you would approach each discussion as a manager (5 minutes) • Assign one person to each of the following roles: Manager, employee, observer • The manager and employee should engage in a feedback discussion; the observer should take notes (5 minutes) • The observer provides feedback to the manager and employee on their style and approach (5 minutes) • Rotate and repeat the process with the next case
Case 1: Coaching Simulation ExerciseMichael (Manager): You are meeting with Dwight – a GS-12 who hasbeen with the Department for about six years and understands how toget things done – to review his performance on a recent project.Dwight is a great researcher and works tirelessly. However, his analysisand reporting are often far too detailed, requiring a lot of editing.You ask to meet with Dwight to provide him with positive feedback andguidance about the appropriate level of detail for analyses.Dwight (Employee): You were frustrated by Michael’s constant edits toyour analysis. You wish that Michael had more clearly explained whathe was expecting up front, as well as why he made the edits that hedid.
Case 2: Coaching Simulation ExerciseMichael (Manager): You are meeting with Pam – a rising GS-9 – toreview her performance on a recent project and discuss her careergoals.Pam’s performance on your most recent project was exceptional. Shewas a great team player, her work was always on time and spot on,and she delivered a great presentation to the leadership team.Given her marketability, management is concerned that she may be atrisk of leaving the Department sometime soon and you think that Pamwould benefit from some career path guidance.Pam (Employee): You enjoyed working on this recent project but youare growing impatient with your position in the Department. Many ofyour friends have already gone on to bigger and better roles within theirprivate sector organizations. You are seriously considering leaving andwant to discuss opportunities for advancement.
Case 3: Coaching Simulation ExerciseMichael (Manager): You are meeting with Jim – an experienced butoverextended, GS-13– to review his performance on a recent project.Jim nearly dropped the ball on his assignment. He ended up producingan outstanding report, but he finished the report after the team’sagreed-upon deadline. As a result, the rest of the team had to workover the weekend to complete fact-checks and proofread the report.You want to talk to Jim about his time management to prevent this fromhappening in the future.Jim (Employee): Throughout the project, you were frustrated that theteam did not provide information more regularly, which delayed yourwriting, but you tried not to complain. You also want to let Michael knowthat this type of work underutilizes your skills and that you would likemore challenging assignments.
Action Planning What are one to three actions that you will take upon returning to work? What support will you need to accomplish these tasks?
Stay Engaged! Center for Government Leadership:• Annenberg Leadership Seminars• Excellence in Government Fellows program• Fed Coach http://www.washingtonpost.com/blogs/ask-the-fedcoach Daily Pipeline Annenberg Speakers Bureau Service to America Medals
Stay Engaged! Tom Fox email@example.com Laura Howes firstname.lastname@example.org Catie Hargrove email@example.com