When asked with genuine interest,
people respond with more honesty.
Meeting with your people regularly helps
break down barriers. Talk to folks outside
of the work area like the jogging track or
grocery store. These informal sessions
can be wonderful enablers of opening the
line of communication.
2. Establish goals and strategies to
achieve.
Most people want to know what success
looks like. They want to be clear in their
goals as an individual and, if appropriate,
the leader of a team. Well-defined,
measurable and relevant goals on paper
help people gain clarity. Assigning
responsibility with authority helps
inspire an individual’s commitment to be
successful.
This also includes advice on how to reach
their goals. Strategies are developed and
agreed upon by the manager and team
member so that both understand each
other’s roles. The probability of success
increases dramatically when strategies
and accountabilities are well-defined.
3. Enforce accountability by assessing
performance.
There are many significant consequences
when people are not held accountable
for achieving goals or performing to
standard. Integrity disappears, discipline
erodes, morale evaporates and leaders are
not taken seriously. Problem employees
become a cancer in the organization, the
best people leave and ultimately, results
are not achieved.
Effective coaching demands assessment
of performance. Without this assessment,
no system of accountability will be
achieved. If the senior leader does
not hold his or her executive team
accountable, subordinate leaders are
likely to think, “Why should I?”
Consistent coaching sessions with your
people are the key to ensuring effective
follow-up assessments to celebrate
successes and identify areas to improve.
When asked
with genuine
interest, people
respond with
more honesty.
Jeff Foley is a recognized speaker, executive
leadership coach and author of Rules and Tools
for Leaders. He is a West Point graduate and
retired as a Brigadier General having served 32
years in the Army. For more information on Jeff
Foley, visit www.loralmountain.com.
Summary
Coaching session agendas will vary
based on a variety of conditions.
Begin by reviewing the individual
goals of those in the organization.
Determine where the individual is
contributing to the mission of the
organization. Second, discuss what
is going well. Where do both the
coach and the individual agree on
successes? Provide positive recognition
for achievements where important.
Third, discuss the challenges or areas
for improvement. Underwrite honest
mistakes in the pursuit of excellence
so people can learn. Determine how
you can help as the manager. Gain a
clear understanding of the shortfall in
the individual’s ability and desire to
achieve the goal, and what resources
or assistance the individual needs to
be successful. When unsatisfactory
performance occurs, managers must
address it. Leaders who never take
action to remove an underperformer
are doing a great disservice to their
institution. All too often, good people
serving in leadership positions fear
the task of confrontation. They hope,
magically, that something will happen
which will turn the underperformer
around and all will be well in the end.
Hope is not a strategy; the magic
seldom happens. Your goal as a leader
and coach is to inspire a willingness to
succeed.
Finally, as the manager, seek
suggestions for how you can be a
more effective leader for them. This
question can change the dynamic of
the coaching session and can provide
powerful feedback for the manager in
his or her quest to be the best they can
be. Doing so will enhance their trust in
you and help build confidence in their
own capabilities.
Remember, effective one-on-one
coaching can be the catalyst for
attracting and retaining the best
people, and that will ultimately help
your organization to unprecedented
results. J
