If you think performance issues will magically vanish into thin air, think again. Have you ever had a manager who talked with an employee multiple times about a nagging performance issue, but no good ever came from it? Or maybe you're familiar with the manager who chooses to pretend problems don't exist and ignores them altogether. And then there's the over-controlling manager who likes to chew out employees when their performance isn't up to snuff. Unfortunately, these types of scenarios occur far too often in the workplace and they're a lose-lose situation for not only the employee and manager, but for the organization as well.
Skilled managers know that the first step to effective coaching is to establish a rapport based on mutual trust. It's the foundation of healthy manager-employee relationships and the key to growth and performance. But that's only the first step. To ensure a truly productive coaching meeting, managers need to follow a seven-step process:
- Building a Relationship of mutual trust
- Opening the meeting
- Getting agreement
- Exploring alternatives
- Getting a commitment to act
- Handling excuses
- Closing the meeting
This approach to performance coaching doesn't come from gut instinct or intuition alone. That's why the best place to initiate training is with the Coaching Skills Inventory. Designed for supervisors, managers, and team leaders, this assessment measures the ability to conduct effective coaching meetings and build productive relationships with employees. With the help of the Coaching Skills Inventory, they develop the ability - and the confidence - to redirect employee behavior and improve everyday performance.