Coaching and Providing Feedback for Improved Performance Chapter 17 Coaching and Providing Feedback for Improved Performance “Good management consists of showing average people how to do the work of superior people.” ~ Ron Zemke Copyright  2006 McGraw-Hill Australia Pty Ltd PPTs t/a Interpersonal Skills in Organisations Slides by Caroline Juszczak

Chapter Objectives Identify characteristics of effective coaches and feedback. Help others set and achieve goals. Utilise techniques and strategies to coach others with whom you work. Praise someone for giving extra effort. Give constructive feedback without making the recipient feel defensive. Let others know you are open to receiving constructive feedback. Give yourself feedback and check these perceptions with others. Copyright  2006 McGraw-Hill Australia Pty Ltd PPTs t/a Interpersonal Skills in Organisations Slides by Caroline Juszczak

What is Coaching? Coaching is a means for managers to provide guidance, insight and encouragement to their employees for improved work performance through frequent interactions. Coaching conveys a set of beliefs and values and a vision and enables goal setting and action steps for the realisation of extraordinary results. “Coaching is unlocking a person’s potential to maximise their own performance. It is helping them to learn rather than teaching them.” ~ Harvard Educator Timothy Gallwey Copyright  2006 McGraw-Hill Australia Pty Ltd PPTs t/a Interpersonal Skills in Organisations Slides by Caroline Juszczak

The Importance and Benefits of Coaching Coaching reduces employees’ fears related to their (and others’) status in the organisation. Coaching enables workers to feel they are part of the organisation rather than used by it. Effective coaching endorses rather than diminishes people’s skills and abilities. Copyright  2006 McGraw-Hill Australia Pty Ltd PPTs t/a Interpersonal Skills in Organisations Slides by Caroline Juszczak

The Importance and Benefits of Coaching (cont) Coaching helps people overcome personal obstacles hindering their success. When used in team settings, coaching improves team communications and provides a structure for managing conflict. Coaching behaviours encourage others to coach. Copyright  2006 McGraw-Hill Australia Pty Ltd PPTs t/a Interpersonal Skills in Organisations Slides by Caroline Juszczak

Skills and Characteristics of Effective Coaches A desire to bring out the best in others’ performance Ability to give constructive and positive feedback Honesty and trustworthiness Willingness to NOT assign blame Good communication skills A parallel style of thinking and acting Responsibility and accountability Constructive conflict management A personal level of caring Copyright  2006 McGraw-Hill Australia Pty Ltd PPTs t/a Interpersonal Skills in Organisations Slides by Caroline Juszczak

Effective Coaching Behaviours Coaching sessions require managers to use face-to-face discussions of performance problems. Effective coaches don’t legislate quality; they model it. Effective coaches and their sessions contain high levels of supportive behaviours and moderate levels of initiating or problem-solving behaviors. Successful coaches use supportive behaviours far more frequently than unsuccessful coaches. Supportive behaviour categories: Verbal Tangible Active Copyright  2006 McGraw-Hill Australia Pty Ltd PPTs t/a Interpersonal Skills in Organisations Slides by Caroline Juszczak

Effective Coaching Behaviours (cont) The best coaches ask questions that enable the employee to discover how to improve. Successful coaches challenge employees and stimulate resolutions. The best sessions are those in which the coach plans, prepares and rehearses prior to the counselling session. Copyright  2006 McGraw-Hill Australia Pty Ltd PPTs t/a Interpersonal Skills in Organisations Slides by Caroline Juszczak

Effective Coaching Behaviours (cont) Figure 17.1 Copyright  2006 McGraw-Hill Australia Pty Ltd PPTs t/a Interpersonal Skills in Organisations Slides by Caroline Juszczak

Supportive Coaching Behaviours Collaboration regarding solutions to problems. Help and assistance through training and resources. Concern over the employee’s needs and objectives. Empathy for the employee and attention to obstacles and problems. Expressions of the value of the employee and his or her contribution to work. Acceptance of responsibility in situations. Interaction that provides time for the employee to air his or her feelings. Copyright  2006 McGraw-Hill Australia Pty Ltd PPTs t/a Interpersonal Skills in Organisations Slides by Caroline Juszczak

Initiating Coaching Behaviours Feedback and analysis of issues and concerns. Clarification of leader expectations and requirements. Exploration of impact and effects of employee’s actions. Action planning around solutions and desired changes. Seeking commitment to the action plan. Clarification of positive and negative consequences connected to future action and plans. Copyright  2006 McGraw-Hill Australia Pty Ltd PPTs t/a Interpersonal Skills in Organisations Slides by Caroline Juszczak

Counselling Counselling is used to address personal or attitudinal problems rather than those related to an individual’s ability (or lack thereof). Directive counselling methods include: Probing Questioning Discussing specific problems and possible solutions The nondirective approach involves being a good listener and sounding board. Seldom should a manager get involved in counselling an employee. Copyright  2006 McGraw-Hill Australia Pty Ltd PPTs t/a Interpersonal Skills in Organisations Slides by Caroline Juszczak

Helping Others Set Goals Incorporate goal setting into the coaching activity to motivate employees to set a new course or direction. The organisation’s environment must be conducive to individual growth and development in the context of organisational goals. Goals set for yourself are more likely to be achieved when they are SMART. Goals should be challenging yet realistic. Employees should establish and update goals periodically. Commitment to goals will vary directly with the amount of participation and input from the employee in setting the goals. Copyright  2006 McGraw-Hill Australia Pty Ltd PPTs t/a Interpersonal Skills in Organisations Slides by Caroline Juszczak

Five Steps for Helping Others Set Goals Prepare Clarify Decide Commit Participate Copyright  2006 McGraw-Hill Australia Pty Ltd PPTs t/a Interpersonal Skills in Organisations Slides by Caroline Juszczak

What is Feedback? Information that enables individuals or groups to compare actual performance with a given standard or expectation. Involves offering your perceptions and describing your feelings in a nonjudgmental manner and supplying data that others can use to examine and change behaviours. Copyright  2006 McGraw-Hill Australia Pty Ltd PPTs t/a Interpersonal Skills in Organisations Slides by Caroline Juszczak

What is Feedback? (cont) Assists in goal setting and performance improvement. Provides direct information about how you are performing and how to direct your future efforts in terms of corrective action. Copyright  2006 McGraw-Hill Australia Pty Ltd PPTs t/a Interpersonal Skills in Organisations Slides by Caroline Juszczak

Importance of Job Feedback in Organisations Seasoned employees give feedback to new employees or team members, ensuring that employees experience many aspects of the business and become successful at teaching, coaching and mentoring others. Knowledge of effective feedback mechanisms can reduce the strain caused by having to continually train new people. Copyright  2006 McGraw-Hill Australia Pty Ltd PPTs t/a Interpersonal Skills in Organisations Slides by Caroline Juszczak

Importance of Job Feedback in Organisations (cont) Feedback mechanisms allow employees to: Share progress toward goals Relay current problems Inform management about how they feel about their jobs, co-workers, and the organisation in general Copyright  2006 McGraw-Hill Australia Pty Ltd PPTs t/a Interpersonal Skills in Organisations Slides by Caroline Juszczak

Importance of Feedback for Individuals Greatly benefits those with whom you work. Shows us how others perceive us. Provides us with information needed to change our behaviours and attitudes, to be more efficient and effective. By asking for feedback we: Demonstrate our commitment to improve and our dedication to do things right Signal a desire to remain involved with an organisation in a longer and more meaningful capacity Build and enhance our esteem Copyright  2006 McGraw-Hill Australia Pty Ltd PPTs t/a Interpersonal Skills in Organisations Slides by Caroline Juszczak

Characteristics of Effective Feedback 1. Specific 7. Timely 2. Non-personal 8. Frequent 3. Work related 9. Purposeful 4. Documentable 10. Constructive and balanced 5. Descriptive 11. In the appropriate setting 6. Non-prescriptive 12. Interactive Copyright  2006 McGraw-Hill Australia Pty Ltd PPTs t/a Interpersonal Skills in Organisations Slides by Caroline Juszczak

Challenges in Providing Feedback Managers are uncomfortable giving negative feedback and discussing performance weaknesses. Employees tend to have an inflated view of their own performance. Managers are afraid of the reaction they might get when delivering negative feedback to some employees. As organisations have downsized and increased spans of control, managers have less time available to provide effective feedback to greater numbers of employees. Copyright  2006 McGraw-Hill Australia Pty Ltd PPTs t/a Interpersonal Skills in Organisations Slides by Caroline Juszczak

Tips for Preparing and Leading a Feedback Session Prepare a script Examine your motives Ask for input Offer help, support and suggestions Clarify expectations and specify next steps Copyright  2006 McGraw-Hill Australia Pty Ltd PPTs t/a Interpersonal Skills in Organisations Slides by Caroline Juszczak

Tips for Receiving Feedback Keep an ongoing performance folder Evaluate your own progress on a regular basis Let someone know if a change in your personal circumstances is affecting your work Copyright  2006 McGraw-Hill Australia Pty Ltd PPTs t/a Interpersonal Skills in Organisations Slides by Caroline Juszczak

Asking for Feedback Demonstrate you’re open to continual change and learning Learn why you’re not getting the feedback Assess why you want feedback before you request it Ask for suggestions on how you can improve Copyright  2006 McGraw-Hill Australia Pty Ltd PPTs t/a Interpersonal Skills in Organisations Slides by Caroline Juszczak

Summary Coaching is an effective way to facilitate personal and organisational performance improvement and success. By providing feedback and support, coaches let individuals and groups know how they are doing so they can determine whether to modify current strategies, actions and behaviours. Despite the benefits of coaching and giving feedback, many lack the skill and confidence to do so effectively. Copyright  2006 McGraw-Hill Australia Pty Ltd PPTs t/a Interpersonal Skills in Organisations Slides by Caroline Juszczak