Workplace Leadership and Performance Coaching

Performance Coaching is quite probably one of the most difficult tasks you will ever have to do as a team leader or business manager. There is just no way to sugar coat it. After 20+ years as a working manager I have learned that it is human nature to be prideful and even the the best leaders in the world can not negate the fact that people get angry when told their performance is not what you are expecting. How you choose to cope with the anger is what makes you an effective leader.

There is a steadfast rule that I use to cope with the "Not Me" mentality that most associates adopt when dealing with coaching.

N-never in public

O-open and honest

T - timely

M - measurable

E - equally

N-never in public

Make sure that you have the time to handle all performance reviews without interruption. Choose a place that is neutral ground. While your office may seem like the most logical setting it is important to remember that people are taught all through school that going to the office is seldom a good thing and will most likely adopt a defensive stance as soon as you mention it. If practical and privacy can be maintained the break room is always my first choice.

O-open and honest

The best way to deal with any coaching is openly and honestly. There is a situation that needs to be addressed and you are doing your part by bringing the problem to the associates attention. Stating exactly what the problem is and what they can do to correct the problem in a clear and concise manner will eliminate confusion and cause less stress for the associate.

T-timely

Performance coaching should never be put off for more than a day or two. If there are extenuating circumstances that require a deeper investigation before the counseling can take place this information should be given to the associate. An investigation into the behavior or performance of an associate is not likely to be kept secret long and it is much better if the associate understands clearly from you that the investigation is being conducted.

M-measurable

Providing the associate with a clear time line for improvement will help the associate understand that first you are giving them the opportunity to make the changes necessary and second that you will be monitoring their progress as a matter of protocol and not out of spite or vindictiveness.

E-equally

Adherence to policy and procedure should be expected for all associates without prejudice. If you are choosing to coach or counsel one associate then you must counsel every associate based on the same standard.

The role of an effective leader in relationship to performance coaching is about remembering that you are in control of the situation. Leadership training and skills go right out the window the minute you allow this process to become personal. If you are not able to maintain a professional demeanor while conducting performance coaching it will quickly deteriorate into a mindless angry shouting match.