Module 13: Introduction
Attached Files:
Chapter 09.pptx (627.835 KB)

In this module, you will explore the coaching needs that accompany personal development plans. You will also examine various coaching styles and identify their strengths and weaknesses with regard to facilitating employee development and meeting objectives.

Learning Outcomes
Evaluate the roles and responsibilities of coaches.
Analyze the critical role of managers in facilitating the effective use of performance appraisals and development plans to meet organization strategy.

ReadingsRequired:

Chapter 9 in Performance Management: Performance Management Leadership
Cision PRWeb. (2020, February 27). Employee performance management study uncovers the real business challenge. PR Newswire.

Westfall, C. (2021, August 3). How to drive employee engagement and become a better coach at work. Forbes.
Recommended:

Chapter 9 PowerPoint slides from Performance Management
Module 13: Discussion
Effective Coaching

Discuss the “Big 3” most important lessons or knowledge that you learned in this class. 
Briefly “re-teach” these lessons/knowledge to your fellow students in the course.
Detail why learning these 3 aspects is important to learn/remember for those who take this course, and will take this course in the future.

Directions:
Discuss the concepts, principles, and theories from your textbook. Cite your textbooks and cite any other sources if appropriate.
9-1
Chapter 9
Performance Management Leadership
Copyright © 2023 Chicago Business Press
9-2
Overview
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Coaching
Coaching Styles
Coaching Process
Coaching, Development, and Performance
Review Meetings
Leaders Also Need Coaching
Copyright © 2023 Chicago Business Press
9-3
Coaching: Definition(1 of 2)
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Collaborative ongoing process in which the
manager interacts with his or her direct reports
and takes an active role and interest in their
performance
Copyright © 2023 Chicago Business Press
9-4
Coaching: Definition(2 of 2)
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Involves:
• Directing employee behavior
• Motivating employee behavior
• Rewarding employee behavior
• Concerned with long-term performance
Copyright © 2023 Chicago Business Press
9-5
Successful Coaching
Actionable Functions, and Specific
Behaviors of Coaching
Principles
Function
Behaviour
1. A good couching
relationship is
essential
2. The employee is the
source and director of
change
3. The employee is
whole and unique
4. The coach is the
facilitator of the
employee’s growth
1. Give advice
2. Provide guidance
3. Provide support
4. Give confidence
5. Promote greater
competence
1. Establish
developmental
objectives
2. Communicate
effectively
3. Motivate employees
4. Document
performance
5. Give feedback
6. Diagnose
performance
problems and
performance decline
7. Develop employees
Copyright © 2023 Chicago Business Press
9-6
Company Spotlight(1 of 3)
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Microsoft’s managers needed to embrace a growth
mindset and be open to constant learning and risktaking.
CEO of Microsoft Satya Nadella began to model the
behaviors, solicited input from others and listened,
encouraged others to be open about mistakes.
Corporate culture changed and propelled Microsoft’s
performance to new heights.
Copyright © 2023 Chicago Business Press
9-7
Coaching Styles
Task and
fact oriented
People
oriented
More
assertive
Less
assertive
Driver
Analyzer
Persuader
Amiable
Copyright © 2023 Chicago Business Press
9-8
Adaptive Coaches Use All Styles
According to Employee Needs
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Sometimes providing direction
Sometimes persuading
Sometimes showing empathy
Sometimes paying close attention to rules and
established procedures
Copyright © 2023 Chicago Business Press
9-9
Coaching Process
9-10
Copyright © 2023 Chicago Business Press
Coaching Process:
Steps Covered in Chapter 8
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Set developmental goals
Identify developmental activities and needed
resources to implement developmental goals
Implement developmental activities
Copyright © 2023 Chicago Business Press
9-11
Coaching Process:
Overview of Remaining Steps
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Observe and document developmental behavior
and results
Give feedback
• Praise
• Negative feedback
Copyright © 2023 Chicago Business Press
9-12
Observe and Document Developmental
Behavior and Results
Constraints:
■ Time
■ Situation
■ Activity
Copyright © 2023 Chicago Business Press
9-13
Company Spotlight(2 of 3)
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Hallmark is using training to help managers become
performance management leaders
Used self-assessment, small group role-playing, and
viewing video clips
Focused on gaining the trust of employees as well as
their involvement and ownership in business
outcomes
Follow-up resources were made available for
managers to continue to improve their leadership
competency
Copyright © 2023 Chicago Business Press
9-14
Reasons to Document Performance
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Minimize cognitive load
Create trust
Plan for the future
Provide legal protection
Copyright © 2023 Chicago Business Press
9-15
Best-Practices for Documentation
Be specific.
Use adjectives and adverbs sparingly.
Balance positives with negatives.
Focus on job-related information.
Be comprehensive.
Standardize procedures.
Describe observable behaviour.
Copyright © 2023 Chicago Business Press
9-16
Giving Feedback
■
Main purposes:
• Help build confidence
• Develop competence
• Enhances engagement
Copyright © 2023 Chicago Business Press
9-17
To Be Effective, Feedback Should Be…
Timely
Frequent
Specific
Verifiable
Consistent
Private
Consequential
Descriptive first and evaluative second
Related to a performance continuum
Based on identifiable patterns of
performance
A confidence builder for employees
A tool for generating advice and ideas
Copyright © 2023 Chicago Business Press
9-18
Guidelines for Giving Praise
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Be sincere—only give praise when it is deserved
Give praise about specific behaviors or results
Take your time
Be comfortable with act of praising
Emphasize the positive
Copyright © 2023 Chicago Business Press
9-19
Giving Constructive Feedback
Managers often avoid giving negative feedback
because they:
■ Anticipate negative reactions and consequences
■ Have had negative experiences in the past
■ Dislike of playing “God”
■ Like having irrefutable and conclusive evidence
Copyright © 2023 Chicago Business Press
9-20
Constructive Feedback Is Most Useful
When It…
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Identifies warning signs and performance problem
is still manageable
Clarifies unwanted behaviors and consequences
Focuses on behaviors that can be changed
Comes from a credible source
Is supported by hard data
Copyright © 2023 Chicago Business Press
9-21
Generational Differences Regarding
Feedback(1 of 2)
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Younger individuals think of time as open-ended
• Have work goals that are future-oriented:
knowledge acquisition, career planning, and the
development of ability and skills
Older individuals think of time as limited
• Have work goals that are present-oriented:
regulating their emotions to be positive and the
pursuit of positive social relationships at work
Copyright © 2023 Chicago Business Press
9-22
Generational Differences
Regarding Feedback(2 of 2)
■
Think of feedback you have received or given. How
might that message be adapted for different
generations?
Copyright © 2023 Chicago Business Press
9-23
Individual Differences Regarding
Feedback
■
Feedback-Seeking Behavior
• Extent to which they proactively ask peers,
supervisors, and others for feedback, and also, in
the extent to which they proactively monitor their
own performance themselves
Copyright © 2023 Chicago Business Press
9-24
Disciplinary Process and
Termination(1 of 2)
■
Formal disciplinary process involves
• Verbal warning
• Written warning
… which may lead to termination
Copyright © 2023 Chicago Business Press
9-25
Disciplinary Process and
Termination (2 of 2)
■
Optional step prior to formal disciplinary process:
• Decision-making leave
A decision-making leave is a “day of contemplation”
that is paid and allows the employee to stay home
and decide whether working in this organization is
what he or she really wants to do.
Copyright © 2023 Chicago Business Press
9-26
Disciplinary Process and Termination:
Pitfall #1
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Acceptance of poor performance
Suggestion: Do not ignore the problem,
address it immediately
Copyright © 2023 Chicago Business Press
9-27
Disciplinary Process and Termination:
Pitfall #2
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Failure to get the message through
Suggestion: Be specific about the performance
problem and the consequences of not
addressing it effectively
Copyright © 2023 Chicago Business Press
9-28
Disciplinary Process and Termination:
Pitfall #3
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Performance standards are “unrealistic” or
“unfair”
Suggestion: Remind employees of the fairness of
the performance standard and provide
documentation of the poor performance
Copyright © 2023 Chicago Business Press
9-29
Disciplinary Process and Termination:
Pitfall #4
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Negative affective reactions
Suggestion: Do not let emotional reactions
derail you from your missions of describing the
nature of the problem, what needs to be done,
and the consequences of not doing so
Copyright © 2023 Chicago Business Press
9-30
Disciplinary Process and Termination:
Pitfall #5
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Failure to consult Human Resources
Suggestion: Consult with Human Resources
regarding legal requirement prior to
termination
Copyright © 2023 Chicago Business Press
9-31
Disciplinary Process and Termination:
Meeting
■
Suggestions for termination meeting:
• Be respectful
• Get right to the point
• Let the employee grieve
• Wish the employee well
• Send the employee to HR
• Have the employee leave immediately
• Have the termination meeting at the end of the
day
Copyright © 2023 Chicago Business Press
9-32
Why and How to Stay Connected with
Ex-Employees
■
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Ex-employees can become potential clients,
future business partners, a firm’s best brand
ambassadors, and even great rehires.
The work context of creating alumni network:
employees switch jobs much more often
Copyright © 2023 Chicago Business Press
9-33
Supervisory Roles in Managing
Performance
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Judge
• Evaluate performance
• Allocate rewards
Coach
• Help employee solve performance problems
• Identify performance weaknesses
• Design developmental plans
Copyright © 2023 Chicago Business Press
9-34
Benefit of returning employees
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Significant reduction in onboarding time
Improved skills and broader expertise
The longer tenure of rehires
A uniquely rick source of passive candidates
Become brand ambassadors
Copyright © 2023 Chicago Business Press
9-35
Strategies to stay connected with
former employees
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Microsoft
Deloitte
Oliver Wyman
Boston Consulting Group
Copyright © 2023 Chicago Business Press
9-36
Performance Review Formal Meetings
Possible types of formal meetings:
■ System Inauguration
■ Self-Appraisal
■ Classical Performance Review
■ Merit/Salary Review
■ Developmental Plan
■ Objective Setting
Copyright © 2023 Chicago Business Press
9-37
Steps to Take Before Meeting
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Give at least two weeks notice
Block sufficient time
Arrange to meet in a private location
without interruptions
Copyright © 2023 Chicago Business Press
9-38
Merged Performance Review Meeting
Components
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Explanation of meeting purpose
Employee self-appraisal
Supervisor and employee share rating and
rationale
Developmental discussion
Employee summary
Rewards discussion
Schedule follow-up meeting
Approval and appeals process discussion
Final recap
Copyright © 2023 Chicago Business Press
9-39
Possible Defensive Behaviors of
Employees
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Fight response
• Blaming others
• Staring at supervisor
• Raising voice
• Other aggressive responses
Flight response
• Looking/turning away
• Speaking softly
• Continually changing the subject
• Quickly agreeing without basis
• Other passive responses
Copyright © 2023 Chicago Business Press
9-40
Prevent/Reduce Defensive Behaviors
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Establish and maintain rapport
Be empathetic
Be open-minded
Observe verbal and nonverbal cues
Minimize threats
Encourage participation
Copyright © 2023 Chicago Business Press
9-41
When Defensiveness Is Unavoidable
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Recognize it
Allow its expression
• Accept employee’s feelings
• Ask for additional information and clarification
(if appropriate)
If situation becomes intolerable:
• Reschedule the meeting for a later time
Copyright © 2023 Chicago Business Press
9-42
Leaders Also Need Coaching
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A bad boss can have detrimental effects on both
employees and the firm.
But the problem is often the lack of training.
Copyright © 2023 Chicago Business Press
9-43
Most Common Types of “Bad Bosses”
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Micromanagers
Neglectful Managers
Bully Bosses
Divisive Bosses
Copyright © 2023 Chicago Business Press
9-44
Quick Review
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Coaching
Coaching Styles
Coaching Process
Coaching, Development, and Performance
Review Meetings
Copyright © 2023 Chicago Business Press
9-45
Copyright
All rights reserved. No part of this publication may be reproduced,
stored in a retrieval system, or transmitted, in any form or by any
means, electronic, mechanical, photocopying, recording, or
otherwise, without the prior written permission of the publisher.
Printed in the United States of America.
Copyright © 2023 Chicago Business Press
6-46
7/5/23, 11:31 AM
Operations Management
Name
Discussion 25
Description
25 points
Rubric Detail
Levels of Achievement
Criteria
Exceeds
Expectations
Meets
Expectation
Some
Expectations
Unsatisfactory
Quantity
5 to 6 points
3 to 4 points
1 to 2 points
0 to 0 points
Initial post and
two other posts
of substance.
Initial post and
one other post
of substance.
Initial post only.
Did not
participate.
5 to 6 points
3 to 4 points
1 to 2 points
0 to 0 points
Demonstrates
excellent
knowledge of
concepts, skills,
and theories
relevant to the
topic.
Demonstrates
knowledge of
concepts, skills,
and theories.
Demonstrates
satisfactory
knowledge of
concepts, skills,
and theories.
Did not
participate.
5 to 6 points
3 to 4 points
1 to 2 points
0 to 0 points
Discussion
post(s) exceed
expectations in
terms of support
provided and
extend the
discussion.
Discussion
post(s) meet
expectations in
terms of
support
provided.
Statements are
satisfactory in
terms of
support
provided.
Did not
participate.
6 to 7 points
4 to 5 points
1 to 2 points
0 to 0 points
Writing is well
organized, clear,
concise, and
focused; no
errors.
Some significant
but not major
errors or
omissions in
writing
organization,
focus, and
clarity.
Numerous
significant
errors or
omissions in
writing
organization,
focus, and
clarity.
Did not
participate.
Content
Support
Writing
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