Transcript Coaching Counseling

Coaching Counseling
presented by Vicki Stasch
Management Consultant
www.vickistasch.com
[email protected]
559-733-0634
Principles of Coaching
Manager’s are usually people who have been
promoted because they have been top
performers
“Baptism by fire” is customary training
Every work environment has a climate
Most employees are not like you
Coaching and supervising is not a popularity
contest
Coaching poor performers will not be fun
Your team depends on you to address
performance
Changing performance is not your
responsibility-you coach and give feedback
The Three Stars
Super star: outstanding performers- 10-30%
Middle stars: average performers-50%
Rising stars:
Falling stars: consistently fail to carry their
share-10-20%
All stars share need for consistency and
elimination of contradictions
Written reviews that differ from verbal
feedback
Priorities conflict with mission
Stated importance of teamwork while
implementing procedures that pit people against
each other
Claiming people are most important and
eliminating employee training because of time
Star activity
Write names of employees beneath
one of three categories:
Super star Middle star Rising Stars
Falling star
7 Ways to Reduce Need for Performance
Improvement
Hire people with talent, desire, ability
Clear communicate expectations and job
duties, confirming understanding-two way
communication here, verbal and written
Continually train
Provide regular performance feedback
Provide constant recognition for good
performance
Hold people accountable for negative
performance and behavior
Be a role model for the team at all times
7 Ways in Insure Failure in
Performance Improvement
Begin with statements about rumors,
hearsay
Wing it from a “feeling” state rather than
planned process
Criticize the person, not the behavior
Counter all employee input with “Yes, but”
Do not be specific-be general so the
employee does not get it
Allow employees to blame others
Make the session the final event, with no
follow up
Tips for Coaching the
Superstars
Involve them
Delegate and avoid micro managing
Encourage them to teach others
Provide career enhancing training-public speaking,
leadership program, writing course
Ask them to fill in for you when you are out
Challenge and stretch them
Celebrate their successes and tell them how much
you appreciate their work
Listen to their ideas on how to improve things
Promote them
Coaching the Middle Stars
Check yourself first using the climate check to
identify inconsistencies. Complete climate check
on page 12.
Increase their responsibilities-stretch them
Give frequent, specific, accurate feedback
Provide a resource library of tapes, books, videos
to help them become the best
Teach them how to set goals
Catch them doing things right frequently, praise
them
Have them work with a superstar
Ask them what motivates them and reward them
accordingly.
Coaching the Falling Stars
Remember every supervisor has a problem
employee-uncooperative, unstable, chronically late,
or just getting by
Spending too much time on this employee takes
away from your coaching the other stars
If you allow them to slide by, the belief that “the
less I do, the less I’ll be asked” is reinforced
If you have answered yes to all climate check
questions (page 12) then conduct a review session
in which the employee either commits to standards
or chooses to face logical consequences.
Steps in Performance Review
1)As manager, complete the climate check
questions in the Coaching Handbook. If all
are “yes” proceed. Otherwise correct the
climate.
2) In writing define and analyze the
performance issue.
The discrepancy between _________’
performance and my (FCHN) expectation
is_______________________________
The impact on my team and customers is
________________________________
Steps
3) Practice the session with your
manager or peer all in confidence.
Instructions for role play on p 22 or
“Handbook”
4) Select the place-away from
interruptions, no phone calls.
5) Have solutions prepared, never
assuming the person will
During the Session
6) Tell specifically why the meeting: “I called you
here because there is a problem. The problem
is_____________________which is different
than expectations we agreed upon. The impact on
the team and customers is
__________________________________
7) Gain agreement that there is a problem: “ I need
your agreement to solve this and get your
performance back on track” If employee disagrees
repeat step 6, then if necessary “ I am sorry you
do not agree. The fact is you will meet your
responsibility to correct this problem or face
disciplinary action.”
During the session
8) State specific consequences “What do you
think will happen if this continues?” Allow
response. If none, state them yourself.
9) Request an action plan “What, specifically,
are you going to do to insure we do not
have this discussion again?” (example on
29-30)
10) Reinforce the employee’s commitment
“Good, this is serious and I expect you will
solve this problem. Thanks, and I am
counting on you”
After the Session
11. Follow up immediately with written
feedback of the session and the action plan
(example, p33)
12. Monitor the action plan. If problem is
corrected, recognize that. If no follow
through proceed to FCHN disciplinary
process. Employee is responsible. If you do
not hold person accountable, they will not
change