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Reinvent Performance Management-Build an Agile Coaching Culture V2ICC_ktl

  1. Coachcraft-KTA Global Partners USA copyright 2016
  2. The Need for Continuous Learning & Development • We live in an uncertain world. • Many realize this. VUCA environment is a permanent condition. • Knowledge organizations operate in dynamic complexity and unpredictable environments. They need development and engagement strategies to help employees thrive in these environments. They need performance nurturing and a continuum of coaching practices to support healthy growth of talent. Coachcraft-KTA Global Partners USA copyright 2016
  3. VUCA Volatility refers to the dynamics of change: its accelerating rate, intensity and speed as well as its unexpected catalysts. Uncertainty lack of predictability, the increasing prospects for surprising, “disruptive” changes that often overwhelm our awareness, and ability to cope with events. Complexity multiple forces, the apparently contradictory information flow, interdependence. Ambiguity cause-and-effect are hard to attribute _ everything seems relative. Development Models need to fit the VUCA environment Coachcraft-KTA Global Partners USA copyright 2016
  4. Frame: Agile Coaching Models • How can coaching help manage against these conditions? • Do we need more agile application of coaching in organizations? • How do our ideas about organizational coaching serve in VUCA times? • How might this advance opportunities for coaches? • How else can coaching support development, learning, culture change? • What would new coaching applications look like? Coachcraft-KTA Global Partners USA copyright 2016
  5. An Evolving Coaching Continuum Application of coaching skills outside of traditional coaching engagements the wider range of modalities in which coaching approaches and competencies may be applied Team & Project Coaching Performance Management Coaching Employee Engagement Coaching Coachcraft-KTA Global Partners USA copyright 2016
  6. A Traditional View of Performance Management • An employee is instructed to deliver on a specific and detailed target, told exactly how to get there and with which available resources. • You are put under a tight follow-up regime, and may be given a dangling carrot (salary increase or good performance review) as a motivational incentive to accomplish the goal. You are rated annually on performance and achieving goals. • Most people don’t want to feel controlled, and managed like a commodity. In predictable stable environments this approach may have worked. Coachcraft-KTA Global Partners USA copyright 2016
  7. The Dreaded Performance Appraisal • Traditional Performance appraisals are related to progressive Discipline. Employees dread these meetings. This does not contribute to a high performance or a high engagement environment. • As coaches we have an opportunity to help managers support, coach, and grow their employees. • Dr. Lois Frankel, Executive Coach argues managers should focus on coaching not managing. • She states “the difference between a leader who gains commitment from employees and one who only gains compliance is coaching.” Coachcraft-KTA Global Partners USA copyright 2016
  8. The Evolving Performance Management Cycle • The US Gov’t (2 million employees) has placed more emphasis on performance management. Supervisors have specific competencies. Getting results and developing people require: Understanding Performance Management Processes And Practices The basic process is : • Planning work and setting expectations; • Continually monitoring performance; • Developing the capacity to perform; • Periodically rating performance during the performance appraisal cycle; • Rewards to distinguish performance levels.Coachcraft-KTA Global Partners USA copyright 2016
  9. Building a Performance Culture Requires Preparing Managers for that Role • The dynamic business environment demands newer competencies to build a performance culture: • In US Federal Agencies managers must possess the skills and competencies necessary to create a work environment that fosters and rewards teamwork, promotes diversity, encourages employees to share knowledge and promotes results-focused accomplishments. • This ability to build performance-focused work environments or cultures where employees grow and are held accountable is a complex skill. • It requires Performance Coaching capabilities. Coachcraft-KTA Global Partners USA copyright 2016
  10. Developing Supervisors with Performance Coaching Skills • Performance coaching can help identify an employee's growth, as well as help plan and develop new skills. Using coaching skills, supervisors can evaluate and address the developmental needs of their employees and help them identify diverse experiences to gain necessary skills. • Supervisors and employees work collaboratively on developing plans, e.g. training, new assignments, job enrichment, self- study, or work details. • Leaders need to be team builders and coaches! Coachcraft-KTA Global Partners USA copyright 2016
  11. • Coachcraft-KTA Global Partners USA copyright 2016
  12. How Business Thinks About The Employee Is Changing • In the knowledge economy, we understand how important people are. But how effective are we at discussing and developing performance? • Most organizations fall flat when dealing with day-to-day performance issues. But it is this aspect of performance management that makes or breaks the high-performance culture. • Managers understand performance appraisals but they “don’t get performance coaching”. • Performance appraisals are more evaluative than developmental. Coachcraft-KTA Global Partners USA copyright 2016
  13. Eliminating Performance Appraisals?? • Some organizations are doing away with Performance Appraisals • Perhaps this signals the move to a coaching culture in organizations. This is a culture characterized by constructive feedback and frequent developmental discussions between managers and their direct reports. • The difference between a leader who gains commitment from employees and one who only gains compliance is coaching. LEANN SCHNEIDER AND TIM JACKSON, LEADERSHIP LAB. 2016 Coachcraft-KTA Global Partners USA copyright 2016
  14. Changing Approaches to Performance Management • Examples: • Accenture: research from Accenture Strategy surveying 2,100 leaders and employees from organizations across North and South America, Europe and Asia Pacific. • The study Is Performance Management Performing? found that performance management practices are out of focus with present day business demands. • Accenture chose to eliminate performance appraisals. • Revitalizing Performance indicated: Employees want professional development; Employees want high performance defined; Development through constructive conversations and coaching; Organizations need to provide frequent coaching.Coachcraft-KTA Global Partners USA copyright 2016
  15. Challenging Approaches to Performance Management • BASF –Canada: Through the Managerial Coaching program, Managers complete a one-year program that includes monthly coaching sessions with an external coach. Then they are expected to use coaching conversations to focus helping direct reports to succeed in their role. • GE: Aims to build coaching as a leadership skill in all its employees so the positive attributes of the learning method permeate throughout the organization. Coachcraft-KTA Global Partners USA copyright 2016
  16. Meeting the Needs of Next Generation • The new generation wants to be challenged and recognized for their efforts not micro managed. • They are eager to contribute and take on additional responsibility. • Feedback and goal setting are critical components. • Coaching should be integrated across the organization. Coachcraft-KTA Global Partners USA copyright 2016
  17. We need to Include Competency & Strength Based Development • Títle 1 • Títle 2 Coachcraft-KTA Global Partners USA copyright 2016
  18. The Manager as Coach • John Whitmore’s book Coaching for Performance argues that if managers manage by the principles of coaching they can get the job done and develop their people simultaneously. • Of course they have to master the nature of coaching in building awareness and responsibility. This means bringing a coaching philosophy to the company culture. • Coaching is leadership for high performance. Coachcraft-KTA Global Partners USA copyright 2016
  19. What is a Coaching Culture • Clutterbuck and Megginson, in 'Making Coaching Work: Creating A Coaching Culture', define a coaching culture as one where: • Coaching is a predominant style of managing and working together, where a commitment to grow the organization is embedded in a parallel commitment to grow the people in the organization. • In practice, they believe this means:  Ensuring that people are rewarded for knowledge-sharing;  Valuing and promoting coaching as an investment in excellence;  Managers of the top team are coaching role models (who seek and use feedback); and  They are dedicated coaching leaders who champion the coaching culture. Coachcraft-KTA Global Partners USA copyright 2016
  20. Build a Coaching Culture includes Work Teams & Project Teams • Teams also need to acquire the coaching mindset. • Agile coaching is needed to help the team to understand what attitudes, practices and communication problems are keeping them from being more effective. Coachcraft-KTA Global Partners USA copyright 2016
  21. Coaching is a Collaborative Leadership Practice Leaders and employees partner, with no threats of power or need to use hierarchy to influence decisions. Leaders are willing to listen and be influenced, and employees, in turn, are more likely to contribute and feel a sense of ownership and Engagement. The Best Leaders Help people Grow!! Coaching is a BEST practice to achieve this. Coachcraft-KTA Global Partners USA copyright 2016
  22. The Goal Of Coaching In The Organizational Context: COMMITMENT TO SUPERIOR PERFORMANCE, SUSTAINED IMPROVEMENT, AND POSITIVE RELATIONSHIPS • Superior performance is the goal of coaching. • Sustained, ongoing improvement — we can always improve. • A commitment to positive relationships underlies the coaching philosophy; people are truly the most valuable asset in the organization. Coachcraft-KTA Global Partners USA copyright 2016
  23. Hi Impact Performance Management • One- on-one coaching has a positive impact on development. • But more systemic and enterprise wide approaches are needed. Building a culture is an excellent strategy for powering organization performance. • A Bersin & Associates study found organizations that prepare managers to coach are 130% more likely to realize stronger business results and 39% stronger employee results through engagement, productivity and customer service. Organizations whose senior leaders “very frequently” make an effort to coach others have 21% higher business results. Bersin & Associates, High-Impact Performance Management: Maximizing Performance Coaching Coachcraft-KTA Global Partners USA copyright 2016
  24. A Management Coaching Culture • We can help leaders and managers achieve more through their teams by creating coaching cultures and by developing a coaching management style which among other things: • creates empowerment, • increases engagement, • develops people and performance, • improves creativity, • raises responsibility in employees. Coachcraft-KTA Global Partners USA copyright 2016
  26. Organizational Coaching • A coaching culture can make the connection between strategy and performance management. • It can help the organization to manage employees’ performance to have a better impact on business performance. • We know that for the manager, coaching is a mind set, as well as a particular way of interacting with individuals and teams. It is a set of behaviors that can enable their people to learn and contribute, while helping the business achieve results. • The coaching mindset should be driven into management philosophy. • It should also be embedded across the leadership development curriculum. • Perhaps we should consult on coaching as well as deliver it. Coachcraft-KTA Global Partners USA copyright 2016
  27. Coachcraft-KTA Global Partners USA copyright 2016
  28. To Drive Performance: Encourage Clients to Invest in A Coaching Culture • Imagine if an organization’s espoused values and intent aligned with actions and mindsets of employees and leaders. • Imagine if coaching is moved from incidental to strategic. • Embedded in HR and Performance Management Practices. • Make it the Dominant style of management • Triple Impact ; Employees who grow and develop, enhance coaching in the leadership context; foster high performance and culture effectiveness. • If leaders are supported in modeling coaching behaviors this can encourage individuals at all levels of the organization to adopt these behaviors. Weaving coaching into organizational cultures should be part of our strategy for coaching the world! Coachcraft-KTA Global Partners USA copyright 2016
  29. Dr. Karyn Trader-Leigh Virginia, USA