1. Outline Performance Management, Development, and Coaching Chapter 11, M. London Juan I. Sanchez, Ph.D. Dept. of Mgmt. & Int’l Business Florida Int’l University

2. Ongoing process that includes monitoring and supporting performance and development. Not left to chance or assume “it’ll just happen.” Understand why managers fail to give feedback; change company culture. Role of managing people not always given sufficient attention. Dependent on relationship with employees. Performance Management

3. Creating a Culture Supportive of Development Development-oriented companies (focused on long-term returns) Companies focused on immediate returns Educate managers as developers Makes it difficult for managers to build coaching relationship Offer avenues for career growth No investment in employees’ future Belief that development and improvement are possible and are instrumental in “leading somewhere.” Success is measured in the short-term.

4. Employees’ Perceptions of Managers’ Intentions Perceived reasons why managers give feedback (affect employee reactions) Manager actions Manager dominance. Attentiveness to unit expectations. Subordinate nurturance. Exhortation to increase subordinate performance. Be explicit (and sincere) about purpose for giving feedback. Consider other organizational occurrences in choosing timing/conditions of feedback to prevent misinterpretations.

5. Employees’ Perceptions of Managers’ Intentions Consider type of relationship with employee needed Manager actions Control-dominatedLearn to acquire “basis for power” –become an expert, attractive, trustworthy source Reward-dominatedMake employee performance instrumental for valued outcomes Relationship-dominatedUnderstand how/why others’ reactions to them.

6. Feedback for Marginal Performers H i effortMisdirected Goal-setting, job redesign Good Performer L o effortLost case? Drastic steps: demotion, termination. Underutilization Performance management, rewards, modeling. L o abilityH i ability

7. The Appraisal and Development Cycle Not just an annual event, but a CYCLE… 1.Clarification of responsibilities Job descriptions facilitate this. 2.Develop performance standards Behavior or outcome- based? 3.Periodic feedbackIt should complement once-a-year evaluation 4.Diagnose performance gaps Clear, mutual understanding of gap 5.Review overall performance No surprises here if prior steps were adequate

8. “a practical, goal-focused form of personal one-to- one learning for busy executives.” Help with increasing one’s self-awareness. Tactical versus Co-active coaching: Co-active coaching is holistic and aims at feelings of fulfillment, life-balance, and effective living. Coach does not aim to fix the client, but assumes that client needs to work through his/her issues and discover alternative behavioral strategies. Coaching

9. Elements of Coaching ElementActions AccessibilityAllow time and space for contact & connection InquiryProbe emotional, physical, and cognitive needs AttentionAttend and show comprehension ValidationCommunicate positive regard & appreciation EmpathyIdentify and put oneself in client’s place. SupportProvide info, feedback, insights, and protection. CompassionDisplay warmth, affection, and kindness ConsistencyProvide the above steadily.

10. Steps for Effective Coaching StepActions State the purposeBe direct (e.g., “I want to discuss the report you turned in last month”) State performance problem Provide observations and measures; admit that there are other perspectives. Get reactionAsk for view; do not get sidetracked by ancillary issues. Analyze causesJointly explore rot causes, control issues, external factors. Seek collaborative solution Ask for input re solutions. Provide assistance & follow-up Determine assistance needed; decide what each will do next.