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BUILDING A PRACTICE ON PURPOSE SERIES PART #5 - Develop a Championship Team by Creating a Coaching Climate (Part 1)
"Words do not label things already there. Words are like the
knife of the carver; they free the idea, the thing from the
general formlessness of the outside. As a man speaks, not only
is his language in a state of birth, but also the very...
Finding Balance In A Tilted World
I was recently talking with one of my entrepreneur friends. He has started three businesses in the last several years�a budding entrepreneur. He was relating some of the joys he has experienced in those enterprises: a sense of freedom from the...
Office Set Up
OK, you say, I've decided to start my business. I have my idea, my identity package, my licensing and zoning done. Now I need to set up my office.
Your first step is to decide whether to convert a room into an office or a space/area in your...
THE �SEVEN Cs�: PARTNERSHIP DANGER SIGNS - The 6th C: Changing Vision
A series of articles exploring the seven critical areas that can indicate a partnership is in trouble.
The 6th C: Changing Vision
In order for a business to be a success the vision and mission must be reflected in all aspects of the...
Top 10 Ways to Turn Clients Into Raving Fans
Do you find great joy in being a coach? If so, you will find that your enthusiasm is contagious and will attract clients. Be sure to develop a superb and supportive community. Enlist them in building a practice and in supporting you as...
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The ACHILLES� HEEL OF MANAGEMENT COACHING
While heading home at day�s end, you begin reflecting on a coaching meeting you had earlier that day with an employee, Chris. You hope that, this time, you finally succeeded in getting her to understand the importance of spending less time in disruptive socializing in the office and more time elevating her performance. If not, you feel that your only remaining alternatives are to give her a poor performance evaluation or demotion or may even fire her. You�re reluctant to do either of the first two things because you know these would disrupt the positive work relationship you�ve had with Chris. And you don�t really want to fire her. On the other hand, you�re running out of patience; this is the fourth time you�ve said something to Chris about the situation. Admittedly, the first few times, your comments may have missed the mark because you gave her only some casual feedback. But about a month ago, you held a formal coaching meeting with Chris, in which you discussed the situation in depth and came away thinking that she understood the need to change her behavior. In fact, she did change. But after a week or so, she was back to her old behavior.
Sound familiar? The most critical step in the management coaching process � getting an employee to agree there�s a need for improvement � is usually not well understood or well executed. Without that, there�s little likelihood of any permanent change.
Not a chewing out
As the use of coaching rises, so does the confusion over what it is and isn�t. I define management coaching as an interpersonal process between a manager and an employee in which the manager helps the employee redirect his or her performance while maintaining mutual trust. Coaching differs from feedback, although feedback is part of the management coaching process. Feedback is given by a manager or supervisor in response to a specific event or situation; coaching focuses on a pattern of behavior along with strategies for growth and development. Coaching is all about the art of turning situations and events into learning and growing experiences. Examples include missing several deadlines in a short period despite being reminded that meeting deadlines is important, continuing to arrive late for work after being told tardiness is not acceptable, and continuing to interrupt others in
spite of receiving feedback that such behavior isn�t appropriate. Management Coaching is not �chewing out�, taking to task, or threatening employees to try to improve their performance. Those tactics can work, but the results may be worse than the original problem. Such approaches tend to make employees passive-aggressive. They will walk the line and do nothing more or less than what is asked.
In general, a management coaching meeting should take place only after an employee understands clearly what�s expected and has received feedback at least once that his or her performance is not what it could or should be. However, in some cases, certain significant events may be the focus of a coaching meeting, before they develop into a pattern of behavior. For example, a manufacturer decided that any safety violation � no matter how minor � would be addressed in a coaching discussion and, if significant, could lead to formal discipline.
Coaching involves these critical elements:
- A two-way dialogue
- A series of interdependent steps or objectives
- Specific coaching skills and strategies
- Courage and conviction
- A personal sense of humor
The management coaching process has two primary areas of focus: helping an employee recognize the need to improve his or her performance and developing an employee�s commitment to taking steps to improve performance permanently.
While all of the steps in the C.M.O.E coaching model are important, the most critical one is often not understood or carried out effectively � getting an employee to recognize and agree that there is a need to improve his performance. That step is equally important whether an employee has a specific performance problem or an employee is an average performer who could do better. Without a felt need for change and greater self awareness, there�s little likelihood that any improvement will occur or that it will be permanent.
About the Author
The Center for Management and Organization Effectiveness (CMOE) seeks to improve individual leadership and team member skills within organizations.
For professional information on management coaching, visit CMOE.
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