1. 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

2. 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

3. 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

4. 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

5. 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

6. 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

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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

13. 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

14. 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

15. 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

16. 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

17. 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

18. 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

19. 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

20. 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

21. 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

22. 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

23. 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

24. 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

25. 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