Coaching, Performance Flashcards
Coaching conversations
Coaching conversations
1.Set the stage
2.Formulate and focus the Issues
3.Get agreement
4.Generate possible solutions/alternatives
5.Set goals and Develop an action Plan
6.Monitor
Coaching Situation (4)
1.Good work coaching = recognize when people do well
2.Developmental opportunities coaching = new opportunities being delegated
3.Poor work coaching = what needs to be done differently
4.Poor personal habits coaching = things that they are doing that are causeing problems
Pre for coaching (4)
1.Setup a time
2.Appropriate location = good work coaching may be done more publicly, development requires privacy
3.Check the coachee is ready and willing to be coach
4.Manage yourself = ensure enough time with no interruptions, be curios, get over your ego around knowing what the right thing to do is.
How to talk about performance with people
- Be clear on the conversation = setting goals, remedial coaching, developmental coaching, delegation, formal review
- Be honest
- Use objective measurement and multiple sources of information
- Think about your works > are you describing? Assuming? Judging?
- Speak to observation and actual fact rather than interpretation and hunches
- Focus on solving the problem not fixing the person
- Reframe negatives into positive intents
- Build on strengths of each person
Listening ‘one of the most sincere forms of respect is actually listening to what another has to say
Story +
Emotion +
Unmet need
Being an active good listener
- Slowing down the process
- Giving full attention
- Not being distracted
- Not judging the content
- Manageing your own emotion
- Listening for the unmet need
- Listening to understand, help or learn
- Comfort with silence
Performance Management
- Regular communication
- Ongoing process of working together
- A process – creating alignment between organizational interests and individual interests
- When forman and documented = protection for both the employee and the employer
Principles for performance management and employee development
- They work together
- Deal with the what and how of the job = what did they do (outcomes) and how they did it(observe behaviours)
- Clear expectations and targets to be measured against
- Ongoing conversations + formal review sessions
- Documentation as record
4 components of Performance Development Cycle
- Set expectations for the future
- Ongoing coaching conversations + Development plans and activities
- Discussion on results and progress
Performance Planning (set expectation for the future)
Recruitment process = job description and orientation
Probationary period
Agree on the performance plan = Organizational Goals + development goals
Barriers to performance
Knowledge = do they know what to do
Experience = have they learned the skills and developed competence
Motivation = do they want to do the task
Development Opportunities
Development Opportunities =
Knowledge = training courses, targeted reading, individual learning sessions
Experience = Vacation relief, special projects, committees
Motivation = find out what drives them. What do they like to do? What do they want to learn?
Performance Conversations = ongoing coaching conversations
Informal or Formal = use coaching moments, two way accountability, maintain open communication concerning performance
Employee receive meansurable, timely and specific feedback
Addresses concerns and allows opportunity for employee to chane and improve
Reinforce success as much as corrective action
Performance Discussion = discussion on results and progress
Provide all employees with opportunity to openly discuss their performance, job knowledge, development needs and career aspirations
Provide documentation concerning job performance = to protect everyone
No surprises
Performance Development Cycle
- Set expectation for the future
- Regular coaching conversations + development plans and activites
- Discussion results and progress
