Chapter 6

improving performance with the coaching model

1. describe current performance 2. describe desired performance 3. get a commitment to the change 4. follow up

coaching guidelines

1. develop a relationship 2. give praise 3. avoid blame 4. have employees asses their performance 5. focus on behavior 6. give feedback 7. give coaching feedback 8. provide modeling 9. make feedback timely 10. don't criticize

why people don't ask questions

1. receivers feel ignorant 2. receivers are ignorant 3.receivers are reluctant to point out the senders ignorance 4. receivers have cultural barriers

Job instructional training (JIT)

1. trainee receives preparation 2. trainer presents the task 3. trainee performs the task 4. trainer follows up

dont criticize

Jack Falvey says: criticism is to be avoided at all costs

mentoring

a form of coaching in which a more experienced manager helps a less experienced protege; more then coaching

developing a supportive relationship

a relationship is important, helps with success, and has to be a good working realationship

avoid blame and embarrassment

any behavior that focuses on making the person feel bad does not help to develop the employee

focus on the behavior not the person

be careful with the word you, focus on the behavior, spin it into a more positive thing

give specific and descriptive feedback

be specific, it avoids confusion, and puts more meaning to it making the person try harder

criticism and coaching feedback

criticism you make the person feel like a loser; coaching you can praise them

make feedback timely, but flexible

feedback should be given as soon as possible, be flexible when emotions are high or you don't have the time to do so right after

good coaching feedback

its not always appropriate to use specific feedback, what works best for each individual

provide modeling and training

job instructional training

difference between mentoring and coaching

mentoring takes it to the next level

criticism

rarely effective; the more criticism the more defensive you get

give praise and recognition

saying thank you, give meaning, don't overdo it

steeple

shows confidence

have employees asses their own performance

talk about what you think you are doing good, what you need to improve on

coaching

the process of giving motivational feedback to maintain and improve performance

paraphrasing

the process of having the receiver restate the message in his or her own words

feedback

the process of verifying messages and determining if objectives are being met

demotivating

when you use more criticism; not motivating anymore