Sponge-worthy:Coaching Employees for Better Performance: Part II

In my last entry, I started describing some "nuggets", I picked up from a seminar on coaching employees, organized by Carol A. Hacker, in Atlanta (Offices of Matrix Resources) .

This entry is concluding part of the salient points, I picked up during the seminar.

But before that, here are some quotable quotes from the presentation -

"When you do things yourself, you are a technician;
When you get things done by others, you are a manager."
-- Lawrence Appley, Past President of American Management Association.

"Let people know what is expected of them to the same degree as their degree to succeed."
-- Dr. Curt Einstein, Behavioural Psychologist.

"Nobody succeeds or fails in vacuum."
-- Dr. Curt Einstein, Behavioural Psychologist.

Role of the Coach in Coaching

The primary goal of a coach should be to achieve results and excellence through others. A good coach must:

• Avoid personally taking charge of everything or micro-manage.
• Must create an environment that foster learning, independent thinking and opportunity to contribute.

Three Level of Performers

A team can have three level of performers:

• Super Stars
  You found them, if they excel in the assignments given to them. Also looking for more more work and lot of initiative.
  
• Average Performers
  Happy to meet the expected goals and complete the tasks set to them. Not really looking for new challenges.
  
• Below Average performers
  Struggle to meet up with the tasks assigned to them. Not eager to take on any new tasks.

It is very likely super stars may end up being abused by asking to take on tasks of average and below average performers, simply because they are good at it.

Coaching Super Stars

The ideal way to coach Super stars would be get them involved in new tasks, recognize and reward them and let them know the y are important.

Since these are employees who have already proven themselves, delegate and avoid micro managing them. Provide them with a forum for sharing information, offer plenty of training and groom them for promotion.

Finally, don't hold them back when they want to be prompted. That is probably the hardest part, as it might mean losing a a super star to another team.

Coaching Average Performers

Average performers on the team may not be performing beyond the desired goals because of several reasons. These may include - obstacles in gaining understanding of the tasks and lack of clarity manager's expectations, or lack of training and honest feedback.

To motivate an average performer:

• Increase responsibilities to build confidence.
• Teach them how to set goals and make the accountable.
• Praise what you want to raise.
• Offer meaningful rewards
• Get Superstars as Mentors.

Coaching Below Average Performers

It is important to understand that a below average performer in one team can a super star in another team. It is decision of the employee to maintain good performance not the managers. Keep in mind to refer to company guidelines for discipline and discharge.

But before it comes to all that, it is important to conduct a performance improvement session.

Performance Improvement Session

(1) Pre-Steps:

• Gather all the facts; include specific examples
• Write down what you plan to say.
• Practice via role-playing
• Find the right place and time and do not allow interruptions.
• Be prepared to discuss possible solutions.
• Get right to the point.

-- Source: Presentation Slide provided by Carol A. Hacker

(2) During the Session:

• Get agreement that there is a problem.
• Discuss Consequences
• Ask for action plan from the employee
• Focus on the problem, and not the employee
• Ask for a written summary of the session.
• Schedule the follow up meeting

-- Source: Presentation Slide provided by Carol A. Hacker

(3) After the session:

• Monitor the action plan and provide feedback.

-- Source: Presentation Slide provided by Carol A. Hacker

Finally, if that does not work out, coaching leads to discipline.

A fair and balanced Discipline Process

The three prerequisites for a fair and balance discipline process:

• Rules and Regulations
  Intended to inform the employees ahead of time what is acceptable and what is not. Usually in a employee handbook.
  
• A system of progressive penalties
  Ranging from Oral warnings to written warnings, from suspension to a final discharge depending on the type of offense and the number for the offense.
  
• Appeals process
  This is required to help to ensure that the discipline is handled fairly and equitably.

Well, that concludes another edition of the blog entry on the Matrix Seminar, but wait we are not done with this topic yet. Yes, Yes, lot more nuggets to dispense.

In the next bunch, read about Carol's tips on - feedback process, additional tips on coaching and what to do when going gets tough for the would-be-coach.

Till then, enjoy... (Hope to get that out, before we say goodbye to 2006... umm 3 days to go.)