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Performance Coaching and Discipline Without Punishment

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Performance Coaching and Discipline Without Punishment Slide 2 Performance Coaching Athletic coaches must coach constantly Performance coaching focuses on effective job behaviors and activities Performance coaching is positive and emphasizes what people are doing right Slide 3 Performance Coaching The goals of performance coaching: To encourage people and teams To show people and teams how to build on their strengths To heighten people s and teams self-esteem and self-confidence To enhance cooperation and participation within and among departments To stop and correct inappropriate behavior Slide 4 To build trust between management and team members To reduce fear and increase risk taking and innovation (security nurtures creativity) Slide 5 To align individual and team goals to organizational goals To get people to realize that their self interests and the organization s interests are inextricably bound together To establish consequences for continued inappropriate behavior Slide 6 Performance Coaching All units in an organization should conduct performance coaching Department managers for their departments (several managers if the department is large) Higher management for department managers Slide 7 The Multiple Roles Of Performance Coaching Developmental Evaluative Defensive Indoctrinational Slide 8 Coaching Avoidance Most managers would rather avoid the anger, anxiety, and discomfort involved Timing of performance coaching sessions should be based on associate s, not manager s, needs and timing Slide 9 Coaching Meetings Quarterly departmental goal-setting and strategy sessions If not more often in a highy competitive business Quarterly individual performance coaching and performance agreement sessions Frequent, daily if possible, feedback Slide 10 Conducting Performance Coaching Sessions Managers must know enough about a job to understand how it should be done Managers must observe on-the-job behavior (it s like watching game tapes) Slide 11 Reactions To Coaching Sessions People often react defensively to what are perceived to be negative comments Don t use the sandwich approach Criticism-praise-criticism Criticism causes people to become defensive: Transfer blame to others ( not my fault ) Slide 12 Many People Are Defensive Ambivalent about improvement needs See coaching as a threat to self-esteem (especially highly ego-centered talent or creative people) Often people see it as a threat to independence Often people are in outright denial Slide 13 Games People Play Most common rationalization games: Yeah, but I ll try Trying doesn t cut it, doing what you re supposed to cuts it Its good that youre trying hard, but what exactly are going to do to solve the problem. Tell me in steps 1, 2 and 3. Slide 14 Improvement Memos If an associate exceeds expectations, write a memo to upper management If an associate is not meeting standards, have him or her write an improvement or performance agreement outline Keep management informed Slide 15 Performance Coaching Yearly performance evaluation or review sessions: Once-a-year reviews at salary review times are worthless and counterproductive Coaches who reviewed players once a year would be lose all their games and their jobs Slide 16 Quarterly departmental goal-setting sessions: Department s mission, objectives, and strategies are narrowed down to key activities Department discusses and jointly agrees on objectives, strategies, and activities Participation in setting objectives leads to a department s commitment Slide 17 Brief, frequent (daily if possible) feedback sessions: People need continual encouragement and reinforcement of the good things they do Need atta boys Must be open and honest What can I do to help? Slide 18 Feedback Phrases to use: I know you want to improve, and if it s OK with you, I have a few suggestions. I know you like to do a good job. Here are some things for you to think about that might help you do it a little better. Slide 19 Be tough on standards, not on people - tom peters When giving feedback, give positive feedback first, then discuss opportunities for improvement Slide 20 Who Conducts Performance Coaching Sessions: All managers, all team members Associates need feedback more than contact with top managers They need it weekly Slide 21 Unleash Associates Motivation To Improve: Management hires, coaches, and communicates values and objectives If there is a problems, it is usually management s There are no bad soldiers, only bad generals - Napoleon Slide 22 Establishing Consequences Consequences laid out in advance. If people do A, B will happen. It s their choice. Coaching is encouragement, support yes; but it doesn t work unless there are meaningful, understood consequences If you hold on to ineffective people too long, you re being unfair to your organization and, more importantly, to effective performers Slide 23 Discipline Without Punishment Performance problems can usually be divided into three categories: Attendance Performance Conduct Slide 24 Traditional discipline systems: Step 1 - Verbal reprimand Step 2 - Written warning Step 3 - Suspension without pay/ probation/final warning Step 4 -Termination Slide 25 Discipline Without Punishment Level 1 - Oral reminder Level 2 - Written reminder Level 3 - Decision-making leave (paid) Level 4 - Termination Slide 26 In Discipline Without Punishment, it s up to associates to change on their own There has been enough discussion, they know the consequences Paid leave puts the onus on them Managers should view DWP as a technique for saving people. Each step is an opportunity to correct a problem. Termination is a failure Slide 27 Be a Coach Who watches game films every day and gives feedback one-on-one every day Not once a year Who s motivation is to teach the team how to win Teach to win, not to avoid a loss Without playing himself/herself

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