Coaching for Success

Felicia Linch

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Why is performance management important?

‘Poor work ethic in the national labour force’ was ranked as the 6th most problematic factor for doing business in Jamaica.

Source: Global Competitiveness Report 2012/2013, World Economic Forum

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Unclear performance

criteria and/or objectives

Insufficient preparation, by both people managers &

colleague

Poor quality of performance conversations:

• Dialogue top down •Little developmental focus

•Lack of agreement *

Subjective and/or

inaccurate rating tool*

‘Horns’ and ‘Halos’ effect

Lack of continuous feedback

Lack of transparency

regarding criteria for reward

Failure to translate organisational objectives into

individual objectives

Employees re-actions: ability to accept rating and action feedback *

Perception that system

unfair *

Contextual Factors, i.e. inhibiting

culture

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1. Clear and agreed objectives

2. Quality performance conversations

3. Rating Accuracy

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Coaching for Success

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Do you:

•Prepare for the meeting and give the

employee advance notice of your ratings

•Give clear evidence to support rating

•Give ‘constructive feedback’

•Explore the options- letting the employee take ownership

• Agree a plan of action and a follow-up process

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“A conversation is a dialogue, not a monologue. That's why there are

so few good conversations…”

Truman Capote

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Differentiation

• Coaching – Healthy People, forward looking

• Coaching – Not an expert, provides perspective

• Coaching – Not an expert, knows the right questions to ask

• Counseling – hurting people, looks to the past

• Mentoring – expert, teaching how to do it

• Consulting – expert , knows the right answers

Definition

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1. Coaching is a Transformational Conversation

2. Coaching is a Transparent Relationship.

3. Coaching is a Support System for Change

4. Coaching is Continuous Leadership Development

Source: LifeForming Leadership Coaching

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A useful coaching conversation model.

Goals – The Agenda for the discussion

Reality – The Current Reality of the situation

Options – The possible solutions

Will – The commitment to action steps

Developed by Sir John Whitmore, ‘Coaching for Performance’

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To be constructive feedback needs to be

Timely and specific. The B.I.C. formula

can help:

• Behaviour

• Impact

• Consequence

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Is this really necessary?

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Studies show that:

“there is a direct relation between motivation and performance and performance is

dependent on the motivation”.

Singh, Sharma, Prasshar, (2011) ‘Study of Linkage between motivatio0n and performance’ Social Science Research Network

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As long as the tasks involve mechanical skills only , then monetary rewards increase performance

MIT Studies

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BUT where the task involves more than rudimentary cognitive skill:

higher reward = poorer performance

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• Autonomy

• Mastery

• Purpose

Daniel H. Pink (2011)‘Drive: the surprising truth about what motivates us’

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In your groups think of 2 ways to motivate your team using:

• Autonomy

• Mastery

• Purpose

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Human life will never be understood unless its highest aspirations are taken into account. Growth, self-actualisation, the striving toward health, the quest for identity and autonomy, the yearning for excellence (and other ways of phrasing the striving "upward") must by now be accepted beyond question as a widespread and perhaps universal human tendency.

Abraham Maslow, (1954) Motivation and Personality.