management

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CHAPTER 11

COACHING FOR HIGHER PERFORMANCE

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• Explain the concept of coaching
• Identify the four major coaching functions
• Describe important skills used in coaching
• Differentiate between general and pinpointed coaching statements
• Describe an “I” message
• Explain the extent to which a supervisor should counsel an employee about personal problems

LEARNING OBJECTIVES

11–*

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• Helping individuals reach their highest levels of performance
• One-to-one relationship between an employee and a supervisor
• Supervisors should continually coach individuals to help them achieve increasingly higher performance levels throughout their careers

COACHING

11–*

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EXHIBIT 11.1 - PERFORMANCE-LINKED COACHING

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EXHIBIT 11.2 - EXAMPLES OF COACHING SITUATIONS

11–*

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• Current emphasis
• Recognized as a powerful supervisory skill
• Vehicle for supervisors to understand team members
• Tailored to the individual being coached
• Directed to employees:
• Transitioning from one role to another
• Who demonstrate great potential

COACHING

11–*

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• Reasons why supervisors reject coaching
• Lack of confidence
• Viewed as a passive process
• Takes considerable time

COACHING

11–*

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© 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

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EXHIBIT 11.3 - OUTCOMES OF THE FOUR COACHING FUNCTIONS

11–*

Source: Adapted from Dennis C. Kinlaw, Coaching for Commitment (San Diego, CA: Pfeiffer & Company, 1993), 22–23.

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

© 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

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EXHIBIT 11.3 - OUTCOMES OF THE FOUR COACHING FUNCTIONS

11–*

Source: Adapted from Dennis C. Kinlaw, Coaching for Commitment (San Diego, CA: Pfeiffer & Company, 1993), 22–23.

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

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• Acknowledging
• Attending
• Confirming
• Pinpointing
• Probing

COACHING SKILLS

11–*

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• Reflecting
• Resourcing
• Reviewing
• Summarizing

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EXHIBIT 11.4 - SUGGESTIONS FOR CONFRONTING POOR PERFORMANCE

11–*

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• Poor performance should be addressed by the supervisor early in a meeting
• Coaching statements used by supervisors
• General
• Pinpointed
• More informative
• Employees are given something concrete

COACHING FOR IMPROVED PERFORMANCE

11–*

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• Example
• General - Your job performance is poor
• Pinpointed - You reached only 75 percent of your work goal

COACHING FOR IMPROVED PERFORMANCE

11–*

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• Used to effectively alter an employee’s behavior
• Parts
• Identify the specific behavior
• Indicate how the feeling about the effects of the behavior
• Spell out the end result of the behavior
• Addresses a problem more openly and tactfully
• Directs toward a resolution in an objective and supportive manner

“I” MESSAGE

11–*

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• Problems
• Real or perceived factors
• Work related or personal
• Objective
• Help an employee better understand him or herself
• Develop a plan of action to resolve the issue when needed

COUNSELING FUNCTION

11–*

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• Responsibility of the coach
• Help the individual to fully discuss and understand the problem being experienced

COUNSELING FUNCTION

11–*

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EXHIBIT 11.6 - ICEBERG MODEL OF COUNSELING

11–*

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COUNSELING FUNCTION

11–*

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Personal Problems

Job Performance

Physical and Emotional Illness

Areas of Employee Counseling

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• Issues
• Employee’s reluctance to open up
• Employee’s resentment of supervisor probing
• Possible liability for the supervisor or the company if there were negative consequences for the advice given to employee
• Should be restricted to factors that affect job performance

SUPERVISORY COUNSELING

11–*

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• Professional counseling and other services for employees with unresolved personal or work-related problems
• Counseling for substance abuse, emotional illnesses, marital issues, divorce, or stress

EMPLOYEE ASSISTANCE PROGRAMS (EAPS)

11–*

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EXAMPLE OF AN EMPLOYEE ASSISTANCE PROGRAM (EAP)

11–*

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• “I” Message
• Mentoring
• Pinpointing
• Probing
• Reflecting
• Resourcing
• Reviewing
• Summarizing
• Tutoring

IMPORTANT TERMS

11–*

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• Acknowledging
• Affirming
• Attending
• Coaching
• Confirming
• Confronting/Challenging
• Counseling
• Employee Assistance Programs (EAPs)

© 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.