Presentation on theme: "Coaching and Providing Feedback for Improved Performance"— Presentation transcript:
1Coaching and Providing Feedback for Improved Performance Chapter 10:Coaching and Providing Feedback for Improved Performance
2What is Coaching?Coaching is a means for managers to provide guidance, insight, and encouragement to their employees for improved work performance through frequent interactions.Coaching conveys a set of beliefs, values, and vision and enables goal setting and action steps for the realization of extraordinary results.
3The Importance and Benefits of Coaching Coaching reduces employees’ fears related to their (and others’) status in the organization.Coaching enables workers to feel they are part of the organization rather than used by it.Effective coaching endorses rather than diminishes people’s skills and abilities.
4The Importance and Benefits of Coaching Coaching helps people overcome personal obstacles hindering their success.When used in team settings, coaching improves team communications and provides a structure for managing conflict.Coaching behaviors encourage others to coach.
5Skills and Characteristics of Effective Coaches A desire to bring out the best in others’ performanceAbility to give constructive and positive feedbackHonesty and trustworthinessWillingness to NOT assign blame
6Skills and Characteristics of Effective Coaches Good communication skillsA parallel style of thinking and actingResponsibility and accountabilityConstructive conflict managementA personal level of caring
7Effective Coaching Behaviors Coaching sessions require managers to use face-to-face discussions of performance problems.Effective coaches don’t legislate quality; they model it.Effective coaches and their sessions contain high levels of supportive behaviors and moderate levels of initiating or problem-solving behaviors.
8Effective Coaching Behaviors Successful coaches use supportive behaviors far more frequently than unsuccessful coaches. Supportive behavior categories:VerbalTangibleActive
9Effective Coaching Behaviors The best coaches ask questions that enable the employee to discover how to improve.Successful coaches challenge employees and stimulate resolutions.The best sessions are those in which the coach plans, prepares, and rehearses prior to the counseling session.
10Supportive Coaching Behaviors Collaboration regarding solutions to problems.Help and assistance through training and resources.Concern over the employee’s needs and objectives.Empathy for the employee and attention to obstacles and problems.
11Supportive Coaching Behaviors Expressions of the value of the employee and his or her contribution to work.Acceptance of responsibility in situations.Interaction that provides time for the employee to air his or her feelings.
12Initiating Coaching Behaviors Feedback and analysis of issues and concerns.Clarification of leader expectations and requirements.Exploration of impact and effects of employee’s actions.
13Initiating Coaching Behaviors Action planning around solutions and desired changes.Seeking commitment to the action plan.Clarification of positive and negative consequences connected to future action and plans.
14CounselingCounseling is used to address personal or attitudinal problems rather than those related to an individual’s ability (or lack thereof).Directive counseling methods include:ProbingQuestioningDiscussing specific problems and possible solutionsThe nondirective approach involves being a good listener and sounding board.Seldom should a manager get involved in counseling an employee.
15Helping Others Set Goals Incorporate goal setting into the coaching activity to motivate employees to set a new course or direction.The organization’s environment must be conducive to individual growth and development in the context of organizational goals.
16Helping Others Set Goals Goals set for yourself are more likely to be achieved when they are SMART.Goals should be challenging, yet realistic.Employees should establish and update goals periodically.Commitment to goals will vary directly with the amount of participation and input from the employee in setting the goals.
17Five Steps for Helping Others Set Goals PrepareClarifyDecideCommitParticipate
18What is Feedback?Information that enables individuals or groups to compare actual performance with a given standard or expectation.Involves offering your perceptions and describing your feelings in a nonjudgmental manner and supplying data that others can use to examine and change behaviors.Assists in goal setting and performance improvement.Provides direct information about how you are performing and how to direct your future efforts in terms of corrective action.
19Importance of Job Feedback in Organizations Seasoned employees give feedback to new employees or team members, ensuring that employees experience many aspects of the business and become successful at teaching, coaching, and mentoring others.Knowledge of effective feedback mechanisms can reduce the strain caused by having to continually train new people.Feedback mechanisms allow employees to:Share progress toward goalsRelay current problemsInform management about how they feel about their jobs, co-workers, and the organization in general
20Importance of Feedback for Individuals Greatly benefits those with whom you work.Shows us how others perceive us.Provides us with information needed to change our behaviors and attitudes, to be more efficient and effective.By asking for feedback we:Demonstrate our commitment to improve and our dedication to do things rightSignal a desire to remain involved with an organization in a longer and more meaningful capacityBuild and enhance our esteem
21Characteristics of Effective Feedback 1. Specific7. Timely2. Nonpersonal8. Frequent3. Work related9. Purposeful4. Documentable10. Constructive and balanced5. Descriptive11. In the appropriate setting6. Nonprescriptive12. Interactive
22Benefits of Giving Feedback Ensures that individuals focus on meeting organizational goals and objectivesReinforces positive and effective actions and behaviorsProvides corrective action of ineffective or problematic behaviors
23Benefits of Getting Feedback Builds our confidence by reinforcing our strengthsDirects us toward areas needing improvementHelps us understand our blind spots – weaknesses of which we’re unaware
24Benefits of Asking for Feedback Demonstrates our commitment to improveDemonstrates our dedication to doing things rightShows our commitment to continued service in an organization
25Challenges in Providing Feedback Managers are uncomfortable giving negative feedback and discussing performance weaknesses.Employees tend to have an inflated view of their own performance.Managers are afraid of the reaction they might get when delivering negative feedback to some employees.As organizations have downsized and increased spans of control, managers have less time available to provide effective feedback to greater numbers of employees.
26Tips for Preparing and Leading a Feedback Session Prepare a scriptExamine your motivesAsk for inputOffer help, support, and suggestionsClarify expectations and specify next steps
27Tips for Receiving Feedback Keep an ongoing performance folderEvaluate your own progress on a regular basisLet someone know if a change in your personal circumstances is affecting your work
28Asking for FeedbackDemonstrate you’re open to continual change and learningLearn why you’re not getting the feedbackAssess why you want feedback before you request itAsk for suggestions on how you can improve