Using High-Performance Coaching for Managers to Address Performance and Behavior Issues
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Date
May 19, 2023 -
Time
13:00 PM EST -
Duration
60 Min
Overview:
Coaching has grown to
be highly popular. Many individuals, business owners, or organization managers
find themselves needing a helping hand or find themselves thrust into the role
of offering advice to others. That is especially true of managers who, while
conducting performance reviews, may find a need to provide specific feedback
and advice about what to do to improve job performance to those individual
employees or teams reporting to them.
It is an honor and a
privilege for coaches to provide coaching for individuals, teams,
organizations, and organizations’ leadership. In whatever capacity, these
individuals or organizations are placing their trust in the coaches, as internal
managers-as-coaches or as external professional coaches, trainers,
facilitators, or consultants. In all these cases, coaches’ skills and
competencies make a difference in developing the intent of coaching undertaken.
This webinar and its presenters utterly take this trust and professional
responsibility and offer a systematic approach to high-performance coaching. It
is designed for you if you must offer to coach to help your clients or
employees improve on-the-job performance.
The phrase performance
coaching refers to a category of coaching that advises workers about how they
should behave and what results they should achieve. It clarifies the means
(behaviors) and ends (results) to be achieved. Unlike non-directive coaching,
which prompts coaches to reflect on their own, performance coaching relies on
the experience of the coach to direct the coaches’ attention to what should be
achieved.
Performance coaching
can be an important tool for managers faced with workers who do not achieve the
results that the organization requires or who behave in ways not aligned with
organization policies, procedures, or managerial expectations. Through
performance coaching, managers, or experienced co-workers guide workers through
what they should do, how they should behave, and how best to measure success.
Performance coaching often plays a key role in performance management,
performance evaluation, and performance reviews. Workers cannot achieve the
necessary results if they are unclear about what they are. Performance coaching
clarifies what measurable results should be achieved.
This webinar is on the
bases of a newly published book High-Performance Coaching for Managers, by the
presenters, which differs significantly from other books in the coaching
market. Many webinars on coaching cast coaches as facilitators who question
their clients (the coaches), helping them to articulate their own problems,
formulate their own solutions, develop their own action plans to solve
problems, and measure the success of efforts to implement those plans. That is
called a non-directive approach.
But this webinar and
its related book adopt a directive approach by casting the coach as a manager
who diagnoses the problems with worker job performance and offers specific
advice on how to solve those problems. While there is nothing wrong with a
non-directive approach, it does not always work well in job performance reviews
in which the manager must inform the worker about gaps between what is needed
(the desired) and what is performed (the actual). The significant difference
between what is currently available in the market and what is offered in this
webinar and book is the authors’ collective experience of over 70 combined
years of hands-on research and delivery experiences in the Human Resources
Development field.
While many approaches
to coaching could help to facilitate performance improvement, the presenters of
this webinar favor a planned approach to coaching that is geared toward helping
others identify what they need to do to improve their job performance and
productivity. An effective high-performance coaching effort meets the organizations
and its people’s needs. It relies on a positive view of people and the
situation and a strong effort to encourage participation and inclusion in all
aspects of the coaching experience.
This webinar provides
a comprehensive, step-by-step approach to implementing a high-performance
coaching effort for human resource practitioners, business coaches,
consultants, managers of all kinds, and others interested in managing and
improving human performance and increasing individuals' and teams'
productivity.
Session Highlights:
· Define Coaching,
Performance Coaching & Professional Coaching
· The general context of a relationship between a performance coach and employees
· Distinguish so-called directive coaching from non-directive coaching
· Review when to use directive and non-directive coaching
· Describe a model to guide you step-by-step through high-performance coaching
· Apply the performance coaching model to typical job performance problems
· Use the high-performance coaching model to address behavioral problems
Why should you attend?
Coaching is a
necessary skill for managers. It is important as a fundamental part of an
organization’s talent efforts including talent acquisition, development, and
retention strategies. For a coaching program to succeed in an organization, it
should be recognized as a useful approach throughout the organization and
become part of the fabric of the corporate culture. High-Performance Coaching
for Managers provides an important tool for organizations to use to train their
managers on coaching, which directly impacts their engagement with employees’
behavioral issues, using proven models, methods, and coaching technics.
According to the
Harvard Business Review (2015), workers generally expect their immediate
supervisors to give them honest feedback on how well they do their jobs and
specific advice on what to do if they are not performing in alignment with
organizational expectations. When workers do not receive advice but instead are
questioned about their own views-they regard their managers as either
incompetent or disingenuous.
Effective managers
should be able to offer direction to their employees. These directions could be
in the form of directive coaching or non-directive coaching. After all,
managers are responsible for ensuring that their organizational units deliver
the results needed by the organization. If they fail to do that, the
organization does not achieve its strategic goals. This webinar gives managers
direction on how to offer directive coaching to their workers while having
access to elements of non-directive coaching for further employee development.
Suppose you are in a
management or supervisory position that is involved with managing individuals,
teams, groups, or departments. In that case, you will receive valuable
information on how to provide coaching for your people and how to get them to
start thinking about ways to improve their performance and increase their
productivity.
Who Should Attend:
· All Employers
· Business Owners
· Company Leadership
· Executives
· HR Professionals
· Training & Development Professionals
· Organizational Development Professionals
· Talent Development Professionals
· Trainers
· Administrators
· Managers/Supervisors
· Professional Coaches & Consultants
· Workforce Education and Development practitioners
· Workplace Learning practitioners
· Employees who are committed to learning more about being professional
Ask your question
directly from our expert during the Q&A session following the live event.
William J. Rothwell, Ph.D., SPHR, SHRM-SCP, CPLP Fellow is a Professor of Learning and Performance in the Workforce Education and Development program, Department of Learning and Performance Systems, at The Pennsylvania State University, University Park campus. He is also President of his own consulting firms-Rothwell & Associates, Inc. and Rothwell & Associates, LLC. At Penn State University he heads up a top-ranked graduate program in organization development/change. He has authored, co-authored, edited, or co-edited 300 books, book chapters, and articles-including 127 books in 7 languages. Before arriving at Penn State in 1993, he had nearly 20 years of work experience as a Training Director and HR professional in government and in a multinational business.
As a consultant he has worked with over 50 multinational corporations including Motorola, General Motors, Ford, and many others. He has traveled extensively and has visited China 83 times and Singapore 32 times-among many other international travels. He had 20 years of full-time work experience in HR in both government and business before becoming a professor 28 years ago. In 1997 he and his wife founded a small business-a personal care home for the elderly that employed 27 workers. That company was sold in 2017.
His most recent books include Virtual Coaching to Improve Group Relationships: Process Consultation Reimagined (CRC/Productivity Press, 2021); Increasing Learning and Development’s Impact Through Accreditation (Palgrave, 2020); Adult Learning Basics, 2nd ed. (ATD Press, 2020); Workforce Development: Guidelines for Community College Professionals (Rowman-Littlefield, 2020); Human Resource Essentials for Small Business and Startups (Society for Human Resource Management, 2020).
1.0 HRCI Credit Hours (Approved)