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Performance Coaching and Discipline Without Punishment

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1 Performance Coaching and Discipline Without Punishment

2 Performance Coaching Athletic coaches must coach constantly
Performance coaching focuses on effective job behaviors and activities Performance coaching is positive and emphasizes what people are doing right

3 Performance Coaching The goals of performance coaching:
To encourage people and teams To show people and teams how to build on their strengths To heighten people’s and teams’ self-esteem and self-confidence To enhance cooperation and participation within and among departments To stop and correct inappropriate behavior

4 To build trust between management and team members
To reduce fear and increase risk taking and innovation (security nurtures creativity)

5 To align individual and team goals to organizational goals
To get people to realize that their self interests and the organization’s interests are inextricably bound together To establish consequences for continued inappropriate behavior

6 Performance Coaching All units in an organization should conduct performance coaching Department managers for their departments (several managers if the department is large) Higher management for department managers

7 The Multiple Roles Of Performance Coaching
Developmental Evaluative Defensive Indoctrinational

8 Coaching Avoidance Most managers would rather avoid the anger, anxiety, and discomfort involved Timing of performance coaching sessions should be based on associate’s, not manager’s, needs and timing

9 Coaching Meetings Quarterly departmental goal-setting and strategy sessions If not more often in a highy competitive business Quarterly individual performance coaching and performance agreement sessions Frequent, daily if possible, feedback

10 Conducting Performance Coaching Sessions
Managers must know enough about a job to understand how it should be done Managers must observe on-the-job behavior (it’s like watching game tapes)

11 Reactions To Coaching Sessions
People often react defensively to what are perceived to be negative comments Don’t use the sandwich approach Criticism-praise-criticism Criticism causes people to become defensive: Transfer blame to others (“not my fault”)

12 Many People Are Defensive
Ambivalent about improvement needs See coaching as a threat to self-esteem (especially highly ego-centered talent or creative people) Often people see it as a threat to independence Often people are in outright denial

13 Games People Play Most common rationalization games:
“Yeah, but” “I’ll try” Trying doesn’t cut it, doing what you’re supposed to cuts it “It’s good that you’re trying hard, but what exactly are going to do to solve the problem. Tell me in steps 1, 2 and 3.”

14 Improvement Memos If an associate exceeds expectations, write a memo to upper management If an associate is not meeting standards, have him or her write an improvement or performance agreement outline Keep management informed

15 Performance Coaching Yearly performance evaluation or review sessions:
Once-a-year reviews at salary review times are worthless and counterproductive Coaches who reviewed players once a year would be lose all their games and their jobs

16 Quarterly departmental goal-setting sessions:
Department’s mission, objectives, and strategies are narrowed down to key activities Department discusses and jointly agrees on objectives, strategies, and activities Participation in setting objectives leads to a department’s commitment

17 Brief, frequent (daily if possible) feedback sessions:
People need continual encouragement and reinforcement of the good things they do Need “atta boys” Must be open and honest “What can I do to help?”

18 Feedback Phrases to use:
“I know you want to improve, and if it’s OK with you, I have a few suggestions.” I know you like to do a good job. Here are some things for you to think about that might help you do it a little better.”

19 “Be tough on standards, not on people” - tom peters
When giving feedback, give positive feedback first, then discuss opportunities for improvement

20 Who Conducts Performance Coaching Sessions:
All managers, all team members Associates need feedback more than contact with top managers They need it weekly

21 Unleash Associates’ Motivation To Improve:
Management hires, coaches, and communicates values and objectives If there is a problems, it is usually management’s “There are no bad soldiers, only bad generals” - Napoleon

22 Establishing Consequences
Consequences laid out in advance. If people do A, B will happen. It’s their choice. Coaching is encouragement, support – yes; but it doesn’t work unless there are meaningful, understood consequences If you hold on to ineffective people too long, you’re being unfair to your organization and, more importantly, to effective performers

23 Discipline Without Punishment
Performance problems can usually be divided into three categories: Attendance Performance Conduct

24 Traditional discipline systems:
Step 1 - Verbal reprimand Step 2 - Written warning Step 3 - Suspension without pay/ probation/final warning Step 4 -Termination

25 Discipline Without Punishment
Level 1 - Oral reminder Level 2 - Written reminder Level 3 - Decision-making leave (paid) Level 4 - Termination

26 In Discipline Without Punishment, it’s up to associates to change on their own
There has been enough discussion, they know the consequences Paid leave puts the onus on them Managers should view DWP as a technique for saving people. Each step is an opportunity to correct a problem. Termination is a failure

27 Be a Coach Who watches game films every day and gives feedback one-on-one every day Not once a year Who’s motivation is to teach the team how to win Teach to win, not to avoid a loss Without playing himself/herself

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