Coaching For Performance

Class Length 1 -2 Days
Prerequisites None

Overview

In business, one challenge is to find ways to improve employee performance using the most effective methods and techniques available. Another is to break the perception that monetary rewards are the primary tool leaders have to maximize performance.

Finally, there is one of our biggest fears in the workplace - coaching strong employees who rarely need performance coaching. We probably could get along quite nicely by smoothing over the small or infrequent issues with these employees but the truth is above-average employees, on occasion, create problems; and they do want developmental and performance coaching.

Coaching for Performance focuses on developing the critical skills needed to coach employees who are meeting expectations to increased productivity and needed to coach employees who are not meeting expectations.

This is a highly interactive and practical competencybased workshop designed to equip leaders with the necessary interpersonal, coaching, and counseling skills to address employee performance and behavior in order to improve their motivation and productivity.

The Problem

• Many leaders do not understand how the performance management process, that is driven by coaching, leads to improved performance.
• Coaching skills are lacking or confused with mentoring.
• Most organizations lack a common language and set of coaching techniques.
• Performance goal setting and performance tracking are imbedded in an ineffective performance management process.

Our Solution
To Learn...

• To conduct performance coaching sessions with their employees as needed - when work performance/ behavior is not up to expectations.
• To conduct performance counseling interviews whenever an employee’s work performance/behavior falls well below standard.
• To effectively use performance interviewing skills.

Course Outline

Understanding and Managing behaviors: Each attendee who has not done so in the past, completes and online DiSC 2.0 Behavioral Assessment. During the workshop, this assessment is leveraged to ensure that the attendee understands his or her behavioral strengths and weaknesses and how to read and leverage behaviors in others.

Reframing the Issue: Common mental models that make it more difficult for a manager to gain agreement with an employee about the existence of and resolution to a performance problem. Introduction of more effective ways to think about these situations.

Performance Coaching Practices: Critical performance coaching practices that are especially effective in working with an employee to resolve a performance issue: broadly framing the issue and engaging the employee.

Hidden Performance Influences: Several key factors may influence an employee’s performance, unbeknownst to the manager.

The Coaching Plan: Guidelines for creating an effective plan to help an employee make needed improvements.

Developmental Feedback: The characteristics of effective feedback for performance issues.

The Feedback Process: A framework that allows managers to provide developmental feedback effectively, by engaging the employee.

Handling Disagreement: A framework for handling disagreement in difficult feedback situations.

Kolb’s Learning Cycle

Using the Managing Performance Action Planner: This tool, which is based on DiSC, is used to prepare for the performance review and improvement cycles.