Performance Coaching: Collaborating

Role of Collaborator

Role of Collaborator

• Assertion skills

Assertion Skills

Use verbal and nonverbal assertion skills to maintain respect, satisfy your needs and defend your rights.

Role of Collaborator

• Assertion skills• Collaborative problem-solving skills

Collaborative Problem-Solving Skills

Use collaborative problem-solving skills to help resolve conflicts and problems between you, your employees and your organization.

Performance Killers

Performance Killers

Performance killers are comments that can negatively impact or shut down employee performance if used at the wrong time or in the wrong way.

Performance Killers

• Judging

Judging

• Criticizing

Judging

• Criticizing• Labeling

Judging

• Criticizing• Labeling• Praising

Judging

It’s difficult to build and maintain rapport with your employees, since judging puts you in a superior position.

Criticizing

• Includes making negative comments regarding employees’ performance, attitudes or decisions

Labeling

• Places employees into categories

Labeling

• Places employees into categories• Contains negative overtones or has an

attached stigma

Praising

• Can be misconstrued as insincere or manipulative

Praising

• Can be misconstrued as insincere or manipulative

• Be sure there is due cause to praise your employees

Performance Killers

• Judging• Providing Solutions

Providing Solutions

• Includes the way you communicate potential solutions to your employees

Providing Solutions

• Includes the way you communicate potential solutions to your employees

• Can be perceived negatively, if done incorrectly

Providing Solutions

• Advising

Providing Solutions

• Advising• Ordering

Providing Solutions

• Advising• Ordering• Moralizing

Providing Solutions

• Advising• Ordering• Moralizing• Questioning

Providing Solutions

• Advising• Ordering• Moralizing• Questioning• Threatening

Advising

Don’t give your employees a solution to their problem that interferes with their own ability to resolve the problem.

Ordering

Don’t give solutions coercively and then back them up forcefully.

Moralizing

Don’t tell employees what they should or shouldn’t do.

Questioning

Don’t consider your employee’s judgment to be always suspect or his/her decisions not up to par.

Threatening

Don’t control your employees’ actions by warning them of negative consequences that you instigate.

Performance Killers

• Judging• Providing Solutions• Avoiding

Avoiding

• Diverting

Avoiding

• Diverting• Logical Argument

Avoiding

• Diverting• Logical Argument• Reassuring

Diverting

Don’t switch topics and avoid addressing your employees’ interests.

Logical Argument

Don’t use logic to avoid addressing your employees’ feelings and emotions.

Reassuring

Reassuring can be perceived as emotional withdrawal or avoiding involvement.

Assertion Skills

Assertion Skills

• Aggressive behavior

Assertion Skills

• Aggressive behavior• Submissive behavior

Assertion Skills

• Aggressive behavior• Submissive behavior• Assertive behavior

Assertion Skills

Find a good balance between getting work done and getting along with your employees.

Aggressive Behavior

• Abusive, rude and sarcastic ways of getting things done

Aggressive Behavior

• Abusive, rude and sarcastic ways of getting things done

• Berating employees for poor performance

Aggressive Behavior

• Abusive, rude and sarcastic ways of getting things done

• Berating employees for poor performance• Insisting on having the final word during

conversations

Aggressive Behavior

• Abusive, rude and sarcastic ways of getting things done

• Berating employees for poor performance• Insisting on having the final word during

conversations• Being over-dominating

Submissive Behavior

• Allowing employees to dictate the level and quality of their own performance

Submissive Behavior

• Allowing employees to dictate the level and quality of their own performance

• Not admitting true feelings or emotions

Submissive Behavior

• Allowing employees to dictate the level and quality of their own performance

• Not admitting true feelings or emotions• Not stating expectations directly

Submissive Behavior

• Allowing employees to dictate the level and quality of their own performance

• Not admitting true feelings or emotions• Not stating expectations directly• Using hesitating speech, shoulder

shrugging and a very soft voice

Assertive Behavior

• Maintaining self-respect, happiness and satisfaction without dominating employees

Assertive Behavior

• Maintaining self-respect, happiness and satisfaction without dominating employees

• Standing up for own rights

Assertive Behavior

• Maintaining self-respect, happiness and satisfaction without dominating employees

• Standing up for own rights• Expressing expectations and needs in a

direct and appropriate way

Assertive Behavior

• Maintaining self-respect, happiness and satisfaction without dominating employees

• Standing up for own rights• Expressing expectations and needs in a

direct and appropriate way• Not violating employees’ needs

Assertive Behavior

• Maintaining self-respect, happiness and satisfaction without dominating employees

• Standing up for own rights• Expressing expectations and needs in a

direct and appropriate way• Not violating employees’ needs• Confirming own and employees’ worth and

dignity

Assertive Management

Assertive Management

Assertive management is a nonjudgmental description of employees’ performance behaviors that need to be changed.

Nonjudgmental Description

• Be specific and brief, so employees know exactly what you mean

Nonjudgmental Description

• Be specific and brief, so employees know exactly what you mean

• Don’t draw inferences about employees’ motives; focus on behavior

Nonjudgmental Description

• Be specific and brief, so employees know exactly what you mean

• Don’t draw inferences about employees’ motives; focus on behavior

• Make the description an objective statement instead of a judgment

Assertive Management

• Nonjudgmental description of employees’ performance behaviors that need to be changed

• Disclosure of your own feelings

Disclosure of Feelings

• Genuinely disclose your feelings regarding your employees’ behavior

Disclosure of Feelings

• Genuinely disclose your feelings regarding your employees’ behavior

• Use messages that begin with “I”

Assertive Management

• Nonjudgmental description of employees’ performance behaviors that need to be changed

• Disclosure of your own feelings• Clarification of the effects of your

employees’ behavior

Clarification

Discuss things that directly impact you as a result of your employees’ behavior, such as money, time, quality and teamwork.

Putting the Assertive Message Together

Use assertive messages to enhance your employees’ understanding of your feelings and concerns, and the effect of their behavior.

Collaborative Problem Solving

Collaborative Problem Solving

• Problem identification

Collaborative Problem Solving

• Problem identification• Solution identification

Collaborative Problem Solving

• Problem identification• Solution identification• Solution analysis

Collaborative Problem Solving

• Problem identification• Solution identification• Solution analysis• Solution selection

Collaborative Problem Solving

• Problem identification• Solution identification• Solution analysis• Solution selection• Solution implementation

Collaborative Problem Solving

• Problem identification• Solution identification• Solution analysis• Solution selection• Solution implementation• Solution evaluation

Collaborative Problem Solving

• Problem identification• Solution identification• Solution analysis• Solution selection• Solution implementation• Solution evaluation• Follow-up

Problem Identification

• Identify the expectations of your organization and compare them to actual performance

Problem Identification

• Identify the expectations of your organization and compare them to actual performance

• Determine if there is a difference between desired and actual performance

Solution Identification

• Brainstorm with others to generate ideas for a possible solution

Solution Identification

• Brainstorm with others to generate ideas for a possible solution

• Come up with as many potential solutions without evaluating or examining the ideas

Solution Analysis

• Analyze potential solutions with your employees

Solution Analysis

• Analyze potential solutions with your employees

• Set up criteria that will serve as a standard by which you decide on each idea

Solution Selection

• Test solutions to determine their practicality and ease of application

Solution Selection

• Test solutions to determine their practicality and ease of application

• Identify the cost and potential results of each solution

Solution Selection

• Test solutions to determine their practicality and ease of application

• Identify the cost and potential results of each solution

• Identify possible barriers that might prevent you from applying a solution

Solution Selection

• Test solutions to determine their practicality and ease of application

• Identify the cost and potential results of each solution

• Identify possible barriers that might prevent you from applying a solution

• Identify actions to overcome such barriers

Solution Implementation

• Test possible solutions to determine their results

Solution Implementation

• Test possible solutions to determine their results

• Choose a group of employees with whom the solution has an opportunity for the highest degree of success

Solution Implementation

• Test possible solutions to determine their results

• Choose a group of employees with whom the solution has an opportunity for the highest degree of success

• Implement solutions slowly and deliberately

Solution Implementation

• Test possible solutions to determine their results

• Choose a group of employees with whom the solution has an opportunity for the highest degree of success

• Implement solutions slowly and deliberately• Implement the solution in different parts of

the company before introducing to the whole organization

Solution Evaluation

• Gather and compare results once you’ve applied the solution

Solution Evaluation

• Gather and compare results once you’ve applied the solution

• Document the outcome of every solution tried for future problem-solving efforts

Follow-Up

• Use one-on-one interviews, focus groups, informal discussions, reports and records to gather information about your solutions

Follow-Up

• Use one-on-one interviews, focus groups, informal discussions, reports and records to gather information about your solutions

• Let employees participate in the information gathering

Follow-Up

• Use one-on-one interviews, focus groups, informal discussions, reports and records to gather information about your solutions

• Let employees participate in the information gathering

• Analyze findings and report them to employees and senior management

Performance Coaching: Collaborating