Have you ever had a manager who had an employee with a performance issue that never seemed to be resolved?
Or maybe it would temporarily be corrected only to pop back up a few weeks, or months later?
Or maybe you have had a situation where the manager just didn’t know what to do, so they ignored it, hoping it would magically go away.
Have you ever had an employee, you felt was only giving 80% when you thought they were capable of more, but just didn’t know how to talk with them?
In many organizations, coaching is often an underutilized management function. In John Kottler book, Power and Influence, he writes “Although almost all large corporations, and many small ones too, acknowledge the importance of mentoring, coaching, sponsoring and role modeling for the development of the next generation of leaders, few seem to do a very good job in this regard.”
The Coaching for Improved Performance Workshop teaches individuals how to conduct coaching meetings that actually help employees to change their behavior. Through this six step model, participants develop the coaching skills they need to feel comfortable discussing performance issues with their employees. All steps and skills in the model are grounded in behavioral science research and have been found to distinguish managers who are effective at conducting coaching meetings from those who are less effective. (Orth et al., 198; Fournies, 1978; and Stowell & Starcevich, 1987).
This interactive program is designed to be delivered in three, two-hour sessions, with a fourth booster-session two to three months later.
Performance Coaching Learning Outcomes
- Identify strengths and improvements needs in the skills needed for effective coaching meetings
- Learn the difference between feedback and coaching
- Compare skill levels with a normative group of managers from a wide range of industries
- Introduce a seven-step model for effective coaching meetings
- Help employees to improve their performance through effective performance coaching meetings
What participants are taking away:
“Remember to get agreement on the expectations of the meeting”
“That handling excuses is not as easy as I thought and ignoring the issue will definitely not make it go away.”
“Coaching – talking with the employee and not at them.”
“Acknowledging excuses to “take them off the table””
“Getting the employee to come up with the solutions as opposed to me giving them the solution.”
“I enjoyed the clear examples of situations and being able to see or act out to better understand how to handle them.”
“That I need to work on not solving the problem for them and let them own the process.”
“I will be able to use this on a daily basis, enjoyed the real life examples.”
“To be effective you need to stay consistent with each employee.”
“Learned how to handle excuses better, not letting the employee lead you away from what the real issue is.”
“Coach not dictate when correcting an employee’s behavior”
“That coaching for performance is a two way conversation, the employee needs to agree there is an issue before moving into solving it.”
“Great tools which will help me build better relationships with my employees.”
Each attendee will receive a Coaching Skills Inventory Assessment, which will help the participants gain insight into their own strengths and improvement needs in conducting coaching meetings. Contact us at (312) 857-3570 or email us today to schedule your workshop.
“I absolutely believe that people, unless coached, never reach their maximum capabilities.” — Bob Nardeli, CEO, Home Depot