The document discusses the need for continuous learning and development in volatile, uncertain, complex, and ambiguous (VUCA) environments. It argues that traditional performance management and annual performance appraisals are no longer effective and instead, organizations should focus on building a coaching culture where managers use coaching skills to provide frequent feedback and development. An organizational coaching continuum is proposed that includes team, project, and employee engagement coaching. Building a coaching culture requires training managers in performance coaching to create high-performance work environments where employees can grow and develop.

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2. The Need for Continuous Learning &
Development
• We live in an uncertain world.
• Many realize this. VUCA environment is a permanent condition.
• Knowledge organizations operate in dynamic complexity and
unpredictable environments.
They need development and engagement strategies to help
employees thrive in these environments.
They need performance nurturing and a continuum of coaching
practices to support healthy growth of talent.
Coachcraft-KTA Global Partners USA copyright 2016

3. VUCA
Volatility refers to the dynamics of change: its
accelerating rate, intensity and speed as well as its
unexpected catalysts.
Uncertainty lack of predictability, the increasing
prospects for surprising, “disruptive” changes that
often overwhelm our awareness, and ability to
cope with events.
Complexity multiple forces, the apparently
contradictory information flow, interdependence.
Ambiguity cause-and-effect are hard to attribute _
everything seems relative.
Development Models need to fit the VUCA
environment
Coachcraft-KTA Global Partners USA copyright 2016

4. Frame: Agile Coaching Models
• How can coaching help manage against
these conditions?
• Do we need more agile application of
coaching in organizations?
• How do our ideas about organizational
coaching serve in VUCA times?
• How might this advance opportunities for
coaches?
• How else can coaching support
development, learning, culture change?
• What would new coaching applications
look like?
Coachcraft-KTA Global Partners USA copyright 2016

5. An Evolving Coaching Continuum
Application of
coaching skills
outside of
traditional coaching
engagements
the wider range of
modalities in which
coaching
approaches and
competencies may
be applied
Team &
Project
Coaching
Performance
Management
Coaching
Employee
Engagement
Coaching
Coachcraft-KTA Global Partners USA copyright 2016

6. A Traditional View of Performance
Management
• An employee is instructed to deliver on a specific and detailed target,
told exactly how to get there and with which available resources.
• You are put under a tight follow-up regime, and may be given a
dangling carrot (salary increase or good performance review) as a
motivational incentive to accomplish the goal. You are rated annually
on performance and achieving goals.
• Most people don’t want to feel controlled, and managed like
a commodity. In predictable stable environments this
approach may have worked.
Coachcraft-KTA Global Partners USA copyright 2016

7. The Dreaded
Performance Appraisal
• Traditional Performance appraisals are related to progressive
Discipline. Employees dread these meetings. This does not
contribute to a high performance or a high engagement
environment.
• As coaches we have an opportunity to help managers
support, coach, and grow their employees.
• Dr. Lois Frankel, Executive Coach argues managers should focus on
coaching not managing.
• She states “the difference between a leader who gains
commitment from employees and one who only gains compliance
is coaching.” Coachcraft-KTA Global Partners USA copyright 2016

8. The Evolving Performance
Management Cycle
• The US Gov’t (2 million employees) has placed more emphasis on
performance management. Supervisors have specific
competencies. Getting results and developing people
require:
Understanding Performance Management Processes And
Practices
The basic process is :
• Planning work and setting expectations;
• Continually monitoring performance;
• Developing the capacity to perform;
• Periodically rating performance during the performance
appraisal cycle;
• Rewards to distinguish performance levels.Coachcraft-KTA Global Partners USA copyright 2016

9. Building a Performance Culture Requires
Preparing Managers for that Role
• The dynamic business environment demands newer
competencies to build a performance culture:
• In US Federal Agencies managers must possess the skills and
competencies necessary to create a work environment that
fosters and rewards teamwork, promotes diversity, encourages
employees to share knowledge and promotes results-focused
accomplishments.
• This ability to build performance-focused work environments or
cultures where employees grow and are held accountable is a
complex skill.
• It requires Performance Coaching capabilities.
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10. Developing Supervisors with
Performance Coaching Skills
• Performance coaching can help identify an employee's growth,
as well as help plan and develop new skills. Using coaching
skills, supervisors can evaluate and address the developmental
needs of their employees and help them identify diverse
experiences to gain necessary skills.
• Supervisors and employees work collaboratively on developing
plans, e.g. training, new assignments, job enrichment, self-
study, or work details.
• Leaders need to be team builders and coaches!
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11. •
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12. How Business Thinks About The
Employee Is Changing
• In the knowledge economy, we understand how important
people are. But how effective are we at discussing and
developing performance?
• Most organizations fall flat when dealing with day-to-day
performance issues. But it is this aspect of performance
management that makes or breaks the high-performance
culture.
• Managers understand performance appraisals but they “don’t
get performance coaching”.
• Performance appraisals are more evaluative than
developmental.
Coachcraft-KTA Global Partners USA copyright 2016

13. Eliminating Performance Appraisals??
• Some organizations are doing away with Performance
Appraisals
• Perhaps this signals the move to a coaching culture in
organizations. This is a culture characterized by
constructive feedback and frequent developmental
discussions between managers and their direct reports.
• The difference between a leader who gains commitment from
employees and one who only gains compliance is coaching.
LEANN SCHNEIDER AND TIM JACKSON, LEADERSHIP LAB. 2016
Coachcraft-KTA Global Partners USA copyright 2016

14. Changing Approaches to Performance
Management
• Examples:
• Accenture: research from Accenture Strategy surveying 2,100
leaders and employees from organizations across North and
South America, Europe and Asia Pacific.
• The study Is Performance Management Performing? found that
performance management practices are out of focus with
present day business demands.
• Accenture chose to eliminate performance appraisals.
• Revitalizing Performance indicated:
Employees want professional development;
Employees want high performance defined;
Development through constructive conversations and
coaching;
Organizations need to provide frequent coaching.Coachcraft-KTA Global Partners USA copyright 2016

15. Challenging Approaches to Performance
Management
• BASF –Canada: Through the Managerial Coaching program,
Managers complete a one-year program that includes monthly
coaching sessions with an external coach. Then they are
expected to use coaching conversations to focus helping direct
reports to succeed in their role.
• GE: Aims to build coaching as a leadership skill in all its
employees so the positive attributes of the learning method
permeate throughout the organization.
Coachcraft-KTA Global Partners USA copyright 2016

16. Meeting the Needs of Next Generation
• The new generation wants to be challenged and recognized for
their efforts not micro managed.
• They are eager to contribute and take on additional responsibility.
• Feedback and goal setting are critical components.
• Coaching should be integrated across the organization.
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17. We need to Include Competency &
Strength Based Development
• Títle 1 • Títle 2
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18. The Manager as Coach
• John Whitmore’s book Coaching for Performance argues that if
managers manage by the principles of coaching they can get the
job done and develop their people simultaneously.
• Of course they have to master the nature of coaching in building
awareness and responsibility. This means bringing a coaching
philosophy to the company culture.
• Coaching is leadership for high performance.
Coachcraft-KTA Global Partners USA copyright 2016

19. What is a Coaching Culture
• Clutterbuck and Megginson, in 'Making Coaching Work: Creating A
Coaching Culture', define a coaching culture as one where:
• Coaching is a predominant style of managing and working together,
where a commitment to grow the organization is embedded in a parallel
commitment to grow the people in the organization.
• In practice, they believe this means:
 Ensuring that people are rewarded for knowledge-sharing;
 Valuing and promoting coaching as an investment in excellence;
 Managers of the top team are coaching role models (who seek and use
feedback); and
 They are dedicated coaching leaders who champion the coaching culture.
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20. Build a Coaching Culture includes Work
Teams & Project Teams
• Teams also need to acquire the coaching mindset.
• Agile coaching is needed to help the team to understand what
attitudes, practices and communication problems are keeping
them from being more effective.
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21. Coaching is a Collaborative
Leadership Practice
Leaders and employees partner, with no threats of
power or need to use hierarchy to influence
decisions.
Leaders are willing to listen and be influenced,
and employees, in turn, are more likely to
contribute and feel a sense of ownership and
Engagement.
The Best Leaders Help people Grow!!
Coaching is a BEST practice to achieve this.
Coachcraft-KTA Global Partners USA copyright 2016

22. The Goal Of Coaching In The Organizational Context:
COMMITMENT TO SUPERIOR PERFORMANCE, SUSTAINED IMPROVEMENT, AND
POSITIVE RELATIONSHIPS
• Superior performance is the goal of coaching.
• Sustained, ongoing improvement — we can always improve.
• A commitment to positive relationships underlies the coaching
philosophy; people are truly the most valuable asset in the
organization.
Coachcraft-KTA Global Partners USA copyright 2016

23. Hi Impact Performance Management
• One- on-one coaching has a positive impact on development.
• But more systemic and enterprise wide approaches are needed.
Building a culture is an excellent strategy for powering organization
performance.
• A Bersin & Associates study found organizations that prepare
managers to coach are 130% more likely to realize stronger
business results and 39% stronger employee results through
engagement, productivity and customer service. Organizations
whose senior leaders “very frequently” make an effort to coach
others have 21% higher business results.
Bersin & Associates, High-Impact Performance Management: Maximizing
Performance Coaching
Coachcraft-KTA Global Partners USA copyright 2016

24. A Management Coaching Culture
• We can help leaders and managers achieve more through their
teams by creating coaching cultures and by developing a
coaching management style which among other things:
• creates empowerment,
• increases engagement,
• develops people and performance,
• improves creativity,
• raises responsibility in employees.
Coachcraft-KTA Global Partners USA copyright 2016

25. The Coaching Leadership Style
• COACHING BUILDS UP CONFIDENCE AND COMPETENCE.
• THE COACHING PROCESS IS A RELATIONSHIP.
• THE AIM OF COACHING CAN IMPROVE THE LEARNING POSSIBILITIES, AND
PERFORMANCE OF EMPLOYEES.
• MANAGERS CAN ALSO IMPROVE THE SELF-DIRECTION POTENTIAL OF
EMPLOYEES THROUGH COACHING.
• THIS TYPE OF LEADERSHIP IS OPPOSITE COMMANDING AND CONTROLLING.
• THE LEADER SUPPORTS EMPLOYEES SELF-SOLVING ABILITY TO PROVIDE
CREATIVE REALISTIC SOLUTIONS.
Coachcraft-KTA Global Partners USA copyright 2016

26. Organizational Coaching
• A coaching culture can make the connection between strategy and
performance management.
• It can help the organization to manage employees’ performance to
have a better impact on business performance.
• We know that for the manager, coaching is a mind set, as well as a
particular way of interacting with individuals and teams. It is a set of
behaviors that can enable their people to learn and contribute, while
helping the business achieve results.
• The coaching mindset should be driven into management philosophy.
• It should also be embedded across the leadership development
curriculum.
• Perhaps we should consult on coaching as well as deliver it.
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28. To Drive Performance:
Encourage Clients to Invest in A Coaching
Culture
• Imagine if an organization’s espoused values and intent aligned with actions
and mindsets of employees and leaders.
• Imagine if coaching is moved from incidental to strategic.
• Embedded in HR and Performance Management Practices.
• Make it the Dominant style of management
• Triple Impact ; Employees who grow and develop, enhance coaching in the
leadership context; foster high performance and culture effectiveness.
• If leaders are supported in modeling coaching behaviors this can encourage
individuals at all levels of the organization to adopt these behaviors. Weaving
coaching into organizational cultures should be part of our strategy for
coaching the world!
Coachcraft-KTA Global Partners USA copyright 2016

29. Dr. Karyn Trader-Leigh
Virginia, USA