1
Coaching for Performance
Siam Cement Industry Co., Ltd.
11/14/2015
2
Performance Management

• Being good isnt enough anymore. We must be
  better.
• R.E.Heckert, Chairman, E.I. duPont
• If you dont know where you are going, you will
  probably end up someplace else.
• David P. Campbell

3
The Importance of Performance

• Effective organizations get the right things done
• Quality is important
• Do it right the first time
• If it aint broke, make it better
• Delight the customers by exceeding their
  expectations

4
Managers Role

• Getting things done through and with other people
• Hire the right person for the job
• Clarify expectations set helpful goals
  standards
• Observe, track, and monitor the employees
  performance

5
Managers Role

• Provide encouragement and supportive feedback to
  help the employee sustain good performance
• Provide ongoing feedback and coaching to help the
  employee develop
• Prepare for and conduct successful performance
  appraisals

6
Managers Role

• Respond to discipline problems directly and
  consistently
• When necessary, conduct termination meetings
  professionally

7
The Road to High Performance

• Performance Planning
• Performance Calibration
• Performance Review Appraisal

8
Performance Management Process

• Performance Appraisal Form The scorecard used to
  keep track of how well performance is being
  managed.
• Scheduled stops
• Re-read the road map
• Feedback
• Coaching
• Track and evaluate performance

9
Effective Performance Planning

• Areas of responsibility
• Minimum levels of performance (standard)
• Areas of accomplishment (goal)
• Tracking and measurement
• Values and competencies (behaviors)
• Coaching and contracting

10
Performance Calibration

• State the purpose of the meeting and highlight
  what will be discussed
• Ask the employee to discuss his/her own
  performance
• Share your perception of the employees
  performance
• Jointly review current objectives
• Develop an action plan

11
Communication

• I know you understand what you think you heard.
  But I am not sure that you realize that what you
  heard wasnt what I meant
• Woody Allen

12
Communication Process

• Face-to-face communication
• Content words
• Paraverbal our way of speaking
• Nonverbal our body language
• Impact of communication
• 54 for body language
• 39 for tone
• 7 for content

13
Performance Communication

• Informing presenting facts, data, opinions or
  other information
• Inquiring investigating and exploring through
  questioning, attending, and listening
• Resolving an exchange of information to solve
  some common problem/concern or to resolve some
  difference that exists

14
Communication Skills

• Basic Performance Communication Skills
• Climate builders
• Focusing skills
• Feedback skills
• Listening tactics

15
Definition of Coaching

• The process used by managers to empower
  individual employees to put forth their best
  efforts.
• Info-Line, June 1990

16
Characteristics of Coach

• Teachers
• Learners
• Communicators
• Role Models

• Responsible
• Honest
• Detailed
• Supportive
• Forgiving

17
Benefits of Coaching

• C complete quality work, creativity from
  employees
• O operate as individual or as a tem member
• A accountable for work, accept new challenges
• C competency levels higher, cooperative,
  collaborative
• H hear, help

18
Effective Listening

• Attention
• Posture, facial expressions, eyes, sounds
• Understanding
• Paraphrasing, reflecting, questions,
  acknowledging emotion

19
Feedback

• Feedback is the breakfast of champions (Ken
  Blanchard Spencer Johnson, 1982)
• Effective coaches provide regular feedback to the
  people with whom they work both positive and
  corrective feedback
• 80/20 Rule of Feedback

20
Positive Feedback

• Recognition and appreciation strengthen
  performance
• No news is good news
• Key
• Behavior what is valuable
• Effect why is important and how
• Thank you give appreciation

21
Corrective Feedback

• Eliminate the behavior, but keep the employee to
  perform better
• Key
• Behavior what is unacceptable
• Effect why and how it hurts
• Expectation what to change
• Result the consequences of behavior

22
Coaching Model

• Get agreement that a problem exists
• Decide on a solution
• Follow-up
• Give recognition when the problem is solved

23
Successful Coaches

• Develop the player
• Win the game

24
Writing Performance Appraisal

• Step 1 Collect the right information
• Job description
• Standards
• Goals/objectives
• Expectations

25
Writing Performance Appraisal

• Step 2 Consider the employees level of
  performance
• No surprise
• Cover the entire performance period
• Describe patterns of behavior
• Record high-impact behaviors
• Quantifiable/objective data
• Illustrations/examples

26
Writing Performance Appraisal

• Step 3 Write a draft
• Move from the general to the specific
• Highlight the best evidence
• Use the rules of good feedback
• Provide enough detail to allow the document to
  speak for itself

27
Performance Appraisal Data

• From Fortune 100 Companies (list by order of
  importance
• Improving work performance
• Administering merit pay
• Advising employees of work expectations
• Counseling
• Making promotion decisions

28
Performance Appraisal Data (Cont)

• Motivating employees
• Assessing employee potential
• Identifying training needs
• Better working relationships
• Helping employees set career goals
• Assigning work more efficiently
• Making transfer decisions

29
Performance Appraisal Data (Cont)

• Making decisions about layoffs and terminations
• Assisting in long-range planning
• Validating hiring decisions
• Justifying other managerial actions

30
Coaching and Performance

• You cannot teach people anything.
• You can only help them to discover it within
  themselves.
• Galileo