Performance%20Coaching%20and%20Discipline%20Without%20Punishment

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Performance Coaching and Discipline Without
Punishment
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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

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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 peoples and teams self-esteem and
  self-confidence
• To enhance cooperation and participation within
  and among departments
• To stop and correct inappropriate behavior

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

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• To align individual and team goals to
  organizational goals
• To get people to realize that their self
  interests and the organizations interests are
  inextricably bound together
• To establish consequences for continued
  inappropriate behavior

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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

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The Multiple Roles Of Performance Coaching

• Developmental
• Evaluative
• Defensive
• Indoctrinational

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Coaching Avoidance

• Most managers would rather avoid the anger,
  anxiety, and discomfort involved
• Timing of performance coaching sessions should be
  based on associates, not managers, needs and
  timing

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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

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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 (its
  like watching game tapes)

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Reactions To Coaching Sessions

• People often react defensively to what are
  perceived to be negative comments
• Dont use the sandwich approach
• Criticism-praise-criticism
• Criticism causes people to become defensive
• Transfer blame to others (not my fault)

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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

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Games People Play

• Most common rationalization games
• Yeah, but
• Ill try
• Trying doesnt cut it, doing what youre supposed
  to cuts it
• Its good that youre trying hard, but what
  exactly are going to do to solve the problem.
  Tell me in steps 1, 2 and 3.

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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

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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

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• Quarterly departmental goal-setting sessions
• Departments 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
  departments commitment

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• 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?

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Feedback

• Phrases to use
• I know you want to improve, and if its 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.

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

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Who Conducts Performance Coaching Sessions

• All managers, all team members
• Associates need feedback more than contact with
  top managers
• They need it weekly

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Unleash Associates Motivation To Improve

• Management hires, coaches, and communicates
  values and objectives
• If there is a problems, it is usually
  managements
• There are no bad soldiers, only bad generals -
  Napoleon

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Establishing Consequences

• Consequences laid out in advance. If people do A,
  B will happen. Its their choice.
• Coaching is encouragement, support yes but it
  doesnt work unless there are meaningful,
  understood consequences
• If you hold on to ineffective people too long,
  youre being unfair to your organization and,
  more importantly, to effective performers

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Discipline Without Punishment

• Performance problems can usually be divided into
  three categories
• Attendance
• Performance
• Conduct

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

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

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• In Discipline Without Punishment, its 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

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Be a Coach

• Who watches game films every day and gives
  feedback one-on-one every day
• Not once a year
• Whos motivation is to teach the team how to win
• Teach to win, not to avoid a loss
• Without playing himself/herself