Leadership, Coaching and Performance Management

8/11/2019 Leadership, Coaching and Performance Management

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Managers

Organization

Individuals who achieve goalsthrough other people.

A consciously coordinated socialunit, composed of two or morepeople, that functions on arelatively continuous basis toachieve a common goal or set ofgoals.

What Managers Do


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TECHNICAL SKILLS The ability to apply

specialized knowledge

expertise.HUMAN SKILLS The ability to work with,

understand, and motivate

other people both

individually and in group

CONCEPTUAL SKILLS The mental ability toanalyze and diagnose

complex situations.


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Planning-Includes defining goals, establishingstrategy, and developing plans to coordinate

activities.

Organizing- Determining what tasks are to be done,

who is to do them, how are tasks to be grouped, who

reports to whom and where decisions are to be

made.

Leading- Includes Motivating subordinates, directing

others, selecting the most effective communication

channels, and resolving conflicts.Controlling-Monitoring activities to ensure they are

being accomplished as planned and correcting any

significant deviations.


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Based on a study, Henry Mintzbergconcluded that managers performed10 different roles. These ten roles can

be grouped into:1. Interpersonal Roles

2. Informational Roles

3. Decisional Roles


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Role Description Examples

Figurehead Symbolic head; required to

perform a number of routine

duties of a legal or social

nature

Ceremonies status

requests, solicitations

Leader Responsible for the motivation

and direction of subordinatesVirtually all managerial

activities involving

subordinates.

Liaison Maintains a network of outsidecontacts who provide favors

and information

Acknowledgment of mailexternal board work


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Monitor Receives wide variety ofinformation; serves as nerve

center of internal and external

information of the organization

Handing all mail and

contacts categorized as

concerned primarily with

receiving information

Disseminator Transmits information receivedfrom outsiders or other

subordinates to members of the

organization

Forwarding mail intoorganization for information

purposes; verbal contacts

involving information flow to

subordinates such as

review sessions

Spokesperson Transmits information tooutsiders on organizations

plans, policies, actions, and

results; serves as expert on

organizations industry

Board meeting; handling

contacts involving

transmission of information

to outsiders


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Entrepreneur Searches organization and itsenvironment for opportunities

and initiates projects to bring

about change

Strategy and review

sessions involving initiation

or design of improvement

projects

Disturbancehandler

Responsible for correctiveaction when organization faces

important, unexpected

disturbances

Strategy and reviewsessions involving

disturbances and crises

Resource

allocator

Making or approving significant

organizational decisions

Scheduling ; requests for

authorization; budgeting,the programming of

subordinates work

Negotiator Responsible for representingthe organization at major

negotiations

Contract negotiation


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PerformancePlanning

Coaching &Feedback

Reviewing &Appraising

Performance

Recognizing &Rewarding

Performance

Process Overview

Performance

Management

Throughout theReview Period

Start of theReview Period

Mid Period Discussion

Non-monetary orMonetary Awards

Period Review


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Before you can coach an employeeto their best level of performance, youneed to understand what the barriers

are that are keeping them fromperforming at that level already.


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They lack the required capabilities.

The job isnt challenging enough.

They feel they arent appreciated.

They feel theyve been overlooked in some way.They dont get along with their colleagues.

They have personal problems.

Theyve developed an attitude.

They lack the motivation.

The job isnt right for them.


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Manager

20%

80% Employee

80%

20%

R

esponsibility

A B C D E


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Left-hand SideThe employee is new.

The employee is notnew, but the task is.

The employee doesnthave the full skills set yetto perform the jobindependently.

The desired outcome is

very important.The employee is havingperformance issues.

Manager

20%

80% Employee

80%

20%

Responsibilit

y

A B C D E


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Right-hand Side

The employee ishighly experienced.

The task is a lowpriority one.

You are purposelytesting the

employeesindependence.

Manager

20%

80% Employee

80%

20%

Responsibilit

y

A B C D E


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Point A

Tell the employeewhat to do and

what not to do.

Manager

20%

80% Employee

80%

20%

Responsibilit

y

A B C D E


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Point B

Focus more ongiving advice.

Manager

20%

80% Employee

80%

20%

Responsibilit

y

A B C D E


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Point C

Make suggestions;talk things through.

Remind theemployee ofdecision-makingboundaries but

dont make thedecisions yourself.

Manager

20%

80% Employee

80%

20%

Responsibilit

y

A B C D E


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Point D

Ask more questions.Help them

brainstorm, think outloud and find a waythrough the task.

Manager

20%

80% Employee

80%

20%

Responsibilit

y

A B C D E


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Point E

Facilitating,encouraging, and

supporting whileretainingresponsibility.

Manager

20%

80% Employee

80%

20%

Responsibilit

y

A B C D E


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Set the vision.

Clarify the expectations.

Identify deliverables and timetable for

completing them.

Establish the resources available.

Encourage and motivate.


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Great at questioning and listeningRephrases to clarify what is happening in thepersons mind.

Helps employees look at situation from morethan one perspective. Reframing situations.

Clarifies what is important.

Helps the employee see opportunities where he

didnt see one before.Demonstrates the type of behavior,commitment to the vision, and level ofperformance he expects to see.

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Leadership, Coaching and Performance Management