Being a master coach in today's environment requires different skills than in the past. Managers now supervise many remote employees with diverse backgrounds, extending beyond simple supervision. To be effective, a master coach must align employee, team, and company expectations through ongoing performance management. This involves planning goals, reviewing performance, and providing ongoing coaching across both formal and informal aspects of work.

1. Being a Master CoachBeing a Master Coach
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Being ABeing A
Master CoachMaster Coach
Being a Master COACH
Striving to Build a Performance Culture

2. Being a Master CoachBeing a Master Coach
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The Impact of Emerging Trends
The Past
• Supervise few people
• Supervise at same location
• Experience and expertise in
subordinates’ work
• Supervision as primary role
• One standard job profile
Now and Emerging
• Supervise many people
• Remote supervision
• Little or no experience or
expertise in some subordinates’
work
• Role expectations extend
beyond supervision
• Diversity

3. Being a Master CoachBeing a Master Coach
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Company
&
Business
Unit Plan
Team
Expectations
Employee
Expectations
Aligning Performance

4. Being a Master CoachBeing a Master Coach
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Performance Management Process
Planning
Performance
Manager as
Performance
Planner
Reviewing
Performance
Manager as
Performance
Reviewer
Ongoing
Coaching
Manager as
Performance
Coach

5. Being a Master CoachBeing a Master Coach
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FORMAL (OVERT) Aspects
Goals
Technology
Structure
Products & services
Policies & procedures
Financial resources
PREPARED DISCUSSION
NORMAL CONVERSATION
Day-to-day
activities
Coaching
discussion
Below the surface
INFORMAL (COVERT) Aspects
Beliefs, assumptions
Group norms, interactions
Perceptions
Attitudes
Feelings
Values

6. Being a Master CoachBeing a Master Coach
page
FORMAL (OVERT) Aspects
Goals
Technology
Structure
Products & services
Policies & procedures
Financial resources
PREPARED DISCUSSION
NORMAL CONVERSATION
Day-to-day
activities
Coaching
discussion
Below the surface
INFORMAL (COVERT) Aspects
Beliefs, assumptions
Group norms, interactions
Perceptions
Attitudes
Feelings
Values