COACHING gets RESULTS.

Having issues with an employee and their poor performance? Before you rush into a conversation designed to emphasize the employee's inadequacies, think carefully.

What do you want to achieve? A mumbling promise to try harder next time? Or an enthusiastic joint commitment to take action? If you prefer the latter, think about how to re-route the conversation from the start.

1.       Adapt the ideology that better performance is in the interest of all involved—the staff member involved, you as a manager and other stakeholders.

2.       Seek an opportunity to raise the performance issue.  Ask the staff member how things are going in that particular area.  Comment on the aspects that are acceptable and good.  Offer genuine enthusiasm for things gone well.  WAIT FOR THEIR RESPONSE.  You may be amazed at their awareness.  The goal here is to get THEM to bring up the performance issues.

3.       Chances are this will allow the staff member to relax and become more positive.  Barbara Fredrickson’s “Broad and Build” theory suggests positive states are associated with ta broader awareness of the situation, improving relationships.  These things are an execellent backdrop for a discussion on performance and expectations.

4.       Having created the platform for change, now is your opportunity to coach the staff member.  Make sure to address the nature of the change (what is wanted, the desired outcome), the benefits of this change to everyone involved; the employee, you, and the organization.

5.       Finish off the experience with a call to action.  Will the staff member take action?  If you’ve done the preceding steps right, you should hear a resounding “YES!”  If they say NO, you have more discovery to accomplish.

For a FREE confidential consultation call

Matt Selker at 814.860.9807 

or email

matt@mattselker.org