1. Performance Coaching and Discipline Without Punishment

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

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

4. To build trust between management and team members
To reduce fear and increase risk taking and innovation (security nurtures creativity)

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

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

7. The Multiple Roles Of Performance Coaching
Developmental
Evaluative
Defensive
Indoctrinational

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

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

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)

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”)

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

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
“It’s good that you’re trying hard, but what exactly are going to do to solve the problem. Tell me in steps 1, 2 and 3.”

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

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

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

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?”

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.”

19. “Be tough on standards, not on people” - tom peters
When giving feedback, give positive feedback first, then discuss opportunities for improvement

20. Who Conducts Performance Coaching Sessions:
All managers, all team members
Associates need feedback more than contact with top managers
They need it weekly

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

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

23. Discipline Without Punishment
Performance problems can usually be divided into three categories:
Attendance
Performance
Conduct

24. Traditional discipline systems:
Step 1 - Verbal reprimand
Step 2 - Written warning
Step 3 - Suspension without pay/ probation/final warning
Step 4 -Termination

25. Discipline Without Punishment
Level 1 - Oral reminder
Level 2 - Written reminder
Level 3 - Decision-making leave (paid)
Level 4 - Termination

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

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