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The Leadership Series:

The Leadership Series: . Coaching Successful Employees. Objectives. Upon completion of this module, you will be able to: Understand the coaching process Create a positive climate Recognize when to confront poor performance Delegate effectively. Coaching.

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The Leadership Series:

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  1. The Leadership Series: Coaching Successful Employees

  2. Objectives • Upon completion of this module, you will be able to: • Understand the coaching process • Create a positive climate • Recognize when to confront poor performance • Delegate effectively

  3. Coaching • Coaching is needed when performance does not meet standards. • To be effective when coaching, a leader should: • Establish a specific performance improvement goal • Remain positive • Gain the employee’s buy-in – get them to commit to improve

  4. The Coaching Process • Coaching is a 4 part process: • Assessment • Planning • Implementation • Evaluation

  5. Assessment • Consult a performance evaluation form & the employee’s job description • Note any discrepancies between desired performance & actual performance • Honestly evaluate the employee’s strengths & weaknesses • Make sure to clearly communicate your expectations

  6. Planning • Provide the employee with specific feedback on their performance • Use specific examples of behavior • Make sure to state exactly what behaviors you do or do not want • Make sure to begin in a positive, friendly way – show appreciation for what they are doing right, then move to areas of improvement • Work with the employee to brainstorm ways to improve • Make sure to document the performance improvement plan you & the employee agreed to

  7. Implementation • Follow up on the performance improvement plan regularly • Continue to give the employee feedback on a frequent basis • Tip: At first, you may want to praise even small improvements

  8. Evaluation • If performance is not improving as agreed, consider if the plan needs to be revised or corrective action should be taken

  9. Creating Positive Climate • In order for coaching to be successful, employees must have a good relationship with their supervisor.

  10. Building Trust • Trust • Credibility – do others believe what you say? • Integrity –do you adhere to ethical values & practices? • Reliability – do you consistently follow through on your word & obligations? • Commitment – do you show loyalty to the individuals on your team?

  11. Confronting Poor Performance • Poor performance damages morale among other employees. • Do not ignore the problem. It will NOT go away! • Before meeting with the underperforming employee, take some time to prepare: • Verify the facts • Gather documentation relating to the poor performance (statements from other employees, records, timesheets, etc.) • Make sure you have set aside time free of distractions to meet privately with the employee • In order to improve, the employee has to be both willing & able to do so. • How long has the poor performance been tolerated? If it has been going on for some time, the individual may not even know that they are underperforming.

  12. Improving Perceptions of Coaching • Ensure that performance improvements following a coaching session are recognized & rewarded • Emphasize that immediate perfection is not being demanded. Rather, what is expected is continuous improvement. • Coaching is a dialogue, not a monologue. Allow the employee to have their voice heard.

  13. Delegating Successful delegation of authority as a leadership style takes time and energy, but it's worth the time and energy to help employees succeed, develop, and meet your expectations.

  14. Signs of Poor Delegation • Your team morale and/or motivation is down • You often work late • Your team is confused, conflicting and/or tense • You often get questions about tasks you’ve delegated

  15. Tips for Successful Delegating • Whenever possible give the person a whole task to do. (Employees contribute most effectively when they are aware of the big picture.) • Have the employee repeat back to you to make sure your instructions were understood. • Identify the key points of the project or dates when you want feedback about progress. • Identify the measurements or the outcome you will use to determine success. • Determine how you will thank and reward the employee for their successful completion of the task you delegated.

  16. Conclusion • Always confront poor performance promptly. • Provide specific, timely, behaviorally oriented coaching. • Not all tasks lend themselves well to delegation. But those that do provide a great opportunity to develop skills within your team.

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