1. “Coaching for Performance” 5/15/2015 Siam Cement Industry Co., Ltd.

2. Performance Management “Being good isn’t enough anymore. We must be better.” R.E.Heckert, Chairman, E.I. duPont “If you don’t know where you are going, you will probably end up someplace else.” David P. Campbell

3. The Importance of Performance Effective organizations get the right things done Quality is important Do it right the first time If it ain’t broke, make it better Delight the customers by exceeding their expectations

4. Manager’s Role Getting things done through and with other people Hire the right person for the job Clarify expectations: set helpful goals & standards Observe, track, and monitor the employee’s performance

5. Provide encouragement and supportive feedback to help the employee sustain good performance Provide ongoing feedback and coaching to help the employee develop Prepare for and conduct successful performance appraisals Manager’s Role

6. Respond to discipline problems directly and consistently When necessary, conduct termination meetings professionally Manager’s Role

7. The Road to High Performance Performance Planning Performance Calibration Performance Review & Appraisal

8. Performance Management Process Performance Appraisal Form: The scorecard used to keep track of how well performance is being managed. Scheduled stops Re-read the road map Feedback Coaching Track and evaluate performance

9. Effective Performance Planning Areas of responsibility Minimum levels of performance (standard) Areas of accomplishment (goal) Tracking and measurement Values and competencies (behaviors) Coaching and contracting

10. Performance Calibration State the purpose of the meeting and highlight what will be discussed Ask the employee to discuss his/her own performance Share your perception of the employee’s performance Jointly review current objectives Develop an action plan

11. Communication “I know you understand what you think you heard. But I am not sure that you realize that what you heard wasn’t what I meant” Woody Allen

12. Communication Process Face-to-face communication –Content: words –Paraverbal: our way of speaking –Nonverbal: our body language Impact of communication –54% for body language –39% for tone –7% for content

13. Performance Communication Informing: presenting facts, data, opinions or other information Inquiring: investigating and exploring through questioning, attending, and listening Resolving: an exchange of information to solve some common problem/concern or to resolve some difference that exists

14. Communication Skills Basic Performance Communication Skills: Climate builders Focusing skills Feedback skills Listening tactics

15. Definition of “Coaching” “The process used by managers to empower individual employees to put forth their best efforts.” Info-Line, June 1990

16. Characteristics of Coach Teachers Learners Communicators Role Models Responsible Honest Detailed Supportive Forgiving

17. Benefits of Coaching C: complete quality work, creativity from employees O: operate as individual or as a tem member A: accountable for work, accept new challenges C: competency levels higher, cooperative, collaborative H: hear, help

18. Effective Listening Attention –Posture, facial expressions, eyes, sounds Understanding –Paraphrasing, reflecting, questions, acknowledging emotion

19. Feedback Feedback is the breakfast of champions (Ken Blanchard & Spencer Johnson, 1982) Effective coaches provide regular feedback to the people with whom they work: both positive and corrective feedback 80/20 Rule of Feedback

20. Positive Feedback Recognition and appreciation strengthen performance No news is good news Key: Behavior: what is valuable Effect: why is important and how Thank you: give appreciation

21. Corrective Feedback Eliminate the behavior, but keep the employee to perform better Key: Behavior: what is unacceptable Effect: why and how it hurts Expectation: what to change Result: the consequences of behavior

22. Coaching Model Get agreement that a problem exists Decide on a solution Follow-up Give recognition when the problem is solved

23. Successful Coaches Develop the player Win the game

24. Writing Performance Appraisal Step 1: Collect the right information –Job description –Standards –Goals/objectives –Expectations

25. Step 2: Consider the employee’s level of performance –No surprise –Cover the entire performance period –Describe patterns of behavior –Record high-impact behaviors Quantifiable/objective data Illustrations/examples Writing Performance Appraisal

26. Step 3: Write a draft –Move from the general to the specific –Highlight the best evidence –Use the rules of good feedback –Provide enough detail to allow the document to speak for itself Writing Performance Appraisal

27. Performance Appraisal Data From Fortune 100 Companies (list by order of importance: Improving work performance Administering merit pay Advising employees of work expectations Counseling Making promotion decisions

28. Motivating employees Assessing employee potential Identifying training needs Better working relationships Helping employees set career goals Assigning work more efficiently Making transfer decisions Performance Appraisal Data (Cont’)

29. Making decisions about layoffs and terminations Assisting in long-range planning Validating hiring decisions Justifying other managerial actions Performance Appraisal Data (Cont’)

30. Coaching and Performance “You cannot teach people anything. You can only help them to discover it within themselves.” Galileo