Discussion of effective coaching for managers.

1. Coaching Employees For
Improved Performance

2. Why Don’t Employees Do
What We Want Them To Do?
• Don’t know what to do.**
• Don’t know how to do it.
• Don’t know why they should.
• Obstacles beyond their control.
• Don’t think it will work.
• Think their way is better.
• Not motivated – poor attitude.

3. Why Don’t Employees Do
What We Want Them To Do?
• Incapable of doing it.
• Not enough time.
• Working on wrong priority items.
• They think they are doing it already.
• Poor management.
• Personal issues.
**Given as first or second answer 99% of the time, but
managers rarely start there.

4. Coaching
Coaching focuses on future possibilities,
not past mistakes.
A manager’s responsibility is to
provide support to the employee in
the attainment of possibilities
so that both may succeed.

5. Coaching Analysis
• Identify unsatisfactory performance
• Does the employee know their performance is not
what it should be?
• Does the employee know what is supposed to be done
and when?
• Are there obstacles beyond the employee’s control?
• Does employee know how to do it?

6. Coaching Analysis
• Do negative consequences follow performance?
• Do positive consequences follow non-performance?

7. Coaching: The Discussion
• Getting agreement a problem exists
• Mutually discuss alternative solutions
• Mutually agree on action to be taken to solve the
issue
• Follow up to ensure actions is taken and recognize
any achievement

8. Coaching: Feedback
• Silence
• Criticism
• Advice
• Reinforcement (positive)
• Be specific
• Timing

9. Coaching: Feedback
• Needs of person receiving the feedback
• Focus on behavior the receiver can do something
about
• Define impact on you, unit/team, company
• “I” statements versus “You” statements
• Message received?
• Be calm, sincere and monitor body language

10. Coaching: Feedback
• Reinforcement is the most effective form of feedback
• Criticism is the most ineffective
• Difference between criticism and advice is timing
• Criticism overpowers all other feedback
• Silence is not always “golden” – leaves open for
misinterpretation

11. Coaching: Feedback
Poorly Received
• Subjective
• Judgmental
• Blaming
• Threatening
• Demeaning
• Comparing
• Vague
• Guessing at motives

12. Employee Defense Strategies
• Excuses and sympathy
• Apology and promises
• Switching
• Anger
• Tears
• Self-pity
• Innocence and blaming
• Friendliness

13. Coaching: DESCribe
• Describe behaviors
• Effect
• Pause and Listen
• Solicit input
• Collaborate/choose what to do
• Follow-up, review performance and determine next
steps/plan

14. Keys to Coaching
• Contact and communication
• Counseling
• Mentoring
• Provide education
• Conflict resolution