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Chapter9

PerformanceManagementLeadership

9-1Copyright?2019ChicagoBusinessPressOverviewCoachingCoachingStylesCoachingProcessCoaching,Development,andPerformanceReviewMeetings9-2Copyright?2019ChicagoBusinessPressCoaching:DefinitionCollaborativeongoingprocessinwhichthemanagerinteractswithhisorherdirectreportsandtakesanactiveroleandinterestintheirperformance9-3Copyright?2019ChicagoBusinessPressCoaching:DefinitionInvolves:DirectingemployeebehaviorMotivatingemployeebehaviorRewardingemployeebehaviorConcernedwithlong-termperformance9-4Copyright?2019ChicagoBusinessPressSuccessfulCoaching9-5Copyright?2019ChicagoBusinessPressActionableFunctions,andSpecificBehaviorsofCoachingCoachingStylesMoreassertiveLessassertiveTaskandfactorientedDriverAnalyzerPeopleorientedPersuaderAmiable9-6Copyright?2019ChicagoBusinessPressAdaptiveCoachesUseAllStyles

AccordingtoEmployeeNeedsSometimesprovidingdirectionSometimespersuadingSometimesshowingempathySometimespayingcloseattentiontorulesandestablishedprocedures9-7Copyright?2019ChicagoBusinessPressCoachingProcess9-8Copyright?2019ChicagoBusinessPressEstablishingaCoachingCultureWhatarethebenefitsforperformancemanagementofdevelopingacoachingculture?Whatisthedifferencebetweencriticizingemployeeperformanceandcoaching?9-9Copyright?2019ChicagoBusinessPressCoachingCultureCompanySpotlight9-10Copyright?2019ChicagoBusinessPressBecton,Dickinson,andCompanyvaluesacoachingcultureasanintegralpartofaperformancemanagementbymanagersThreekeysteps:CorporateleadersmodelcoachingasawaytoimproveperformanceLeadersatalllevelsarecoached,andexpectedtocoachthedevelopmentofothersCoachinganddevelopmentisoneofthekeyresponsibilitiesanddeliverablesforallleadersCoachingProcess:

StepsCoveredinChapter8SetdevelopmentalgoalsIdentifydevelopmentalactivitiesandneededresourcestoimplementdevelopmentalgoalsImplementdevelopmentalactivities9-11Copyright?2019ChicagoBusinessPressCoachingProcess:

OverviewofRemainingStepsObserveanddocumentdevelopmentalbehaviorandresultsGivefeedbackPraiseNegativefeedback9-12Copyright?2019ChicagoBusinessPressObserveandDocumentDevelopmentalBehaviorandResultsConstraints:TimeSituationActivity9-13Copyright?2019ChicagoBusinessPressCompanySpotlight9-14Copyright?2019ChicagoBusinessPressHallmarkisusingtrainingtohelpmanagersbecomeperformancemanagementleadersUsedself-assessment,smallgrouprole-playing,andviewingvideoclipsFocusedongainingthetrustofemployeesaswellastheirinvolvementandownershipinbusinessoutcomesFollow-upresourcesweremadeavailableformanagerstocontinuetoimprovetheirleadershipcompetencyReasonstoDocumentPerformanceMinimizecognitiveloadCreatetrustPlanforthefutureProvidelegalprotection9-15Copyright?2019ChicagoBusinessPressBest-PracticesforDocumentation9-16Copyright?2019ChicagoBusinessPressGivingFeedbackMainpurposes:HelpbuildconfidenceDevelopcompetenceEnhancesengagement9-17Copyright?2019ChicagoBusinessPressToBeEffective,FeedbackShouldBe…9-18Copyright?2019ChicagoBusinessPressGuidelinesforGivingPraiseBesincere—onlygivepraisewhenitisdeservedGivepraiseaboutspecificbehaviorsorresultsTakeyourtimeBecomfortablewithactofpraisingEmphasizethepositive9-19Copyright?2019ChicagoBusinessPressGivingConstructiveFeedbackManagersoftenavoidgivingnegativefeedbackbecausethey:AnticipatenegativereactionsandconsequencesHavehadnegativeexperiencesinthepastDislikeofplaying“God”Likehavingirrefutableandconclusiveevidence9-20Copyright?2019ChicagoBusinessPressConstructiveFeedbackIsMostUsefulWhenIt…IdentifieswarningsignsandperformanceproblemisstillmanageableClarifiesunwantedbehaviorsandconsequencesFocusesonbehaviorsthatcanbechangedComesfromacrediblesourceIssupportedbyharddata9-21Copyright?2019ChicagoBusinessPressGenerationalDifferencesRegardingFeedbackYoungerindividualsthinkoftimeasopen-endedHaveworkgoalsthatarefuture-oriented:knowledgeacquisition,careerplanning,andthedevelopmentofabilityandskillsOlderindividualsthinkoftimeaslimitedHaveworkgoalsthatarepresent-oriented:regulatingtheiremotionstobepositiveandthepursuitofpositivesocialrelationshipsatwork9-22Copyright?2019ChicagoBusinessPressGivingFeedbacktoDifferentGenerationsThinkoffeedbackyouhavereceivedorgiven.Howmightthatmessagebeadaptedfordifferentgenerations?9-23Copyright?2019ChicagoBusinessPressGenerationalDifferencesRegardingFeedbackIndividualDifferences

RegardingFeedbackFeedback-SeekingBehaviorExtenttowhichtheyproactivelyaskpeers,supervisors,andothersforfeedback,andalso,intheextenttowhichtheyproactivelymonitortheirownperformancethemselves9-24Copyright?2019ChicagoBusinessPressDisciplinaryProcessandTerminationFormaldisciplinaryprocessinvolvesVerbalwarningWrittenwarning...whichmayleadtotermination9-25Copyright?2019ChicagoBusinessPressDisciplinaryProcessandTermination(continued)Optionalsteppriortoformaldisciplinaryprocess:Decision-makingleaveAdecision-makingleaveisa“dayofcontemplation”thatispaidandallowstheemployeetostayhomeanddecidewhetherworkinginthisorganizationiswhatheorshereallywantstodo.9-26Copyright?2019ChicagoBusinessPressAcceptanceofpoorperformanceSuggestion:Donotignoretheproblem,addressitimmediately9-27DisciplinaryProcessandTermination:Pitfall#1Copyright?2019ChicagoBusinessPressFailuretogetthemessagethroughSuggestion:Bespecificabouttheperformanceproblemandtheconsequencesofnotaddressingiteffectively9-28DisciplinaryProcessandTermination:Pitfall#2Copyright?2019ChicagoBusinessPressPerformancestandardsare“unrealistic”or“unfair”Suggestion:Remindemployeesofthefairnessoftheperformancestandardandprovidedocumentationofthepoorperformance9-29Copyright?2019ChicagoBusinessPressDisciplinaryProcessandTermination:Pitfall#3NegativeaffectivereactionsSuggestion:Donotletemotionalreactionsderailyoufromyourmissionsofdescribingthenatureoftheproblem,whatneedstobedone,andtheconsequencesofnotdoingso9-30DisciplinaryProcessandTermination:Pitfall#4Copyright?2019ChicagoBusinessPressFailuretoconsultHumanResourcesSuggestion:ConsultwithHumanResourcesregardinglegalrequirementpriortotermination9-31Copyright?2019ChicagoBusinessPressDisciplinaryProcessandTermination:Pitfall#5DisciplinaryProcessandTermination:MeetingSuggestionsforterminationmeeting:BerespectfulGetrighttothepointLettheemployeegrieveWishtheemployeewellSendtheemployeetoHRHavetheemployeeleaveimmediatelyHavetheterminationmeetingattheendoftheday9-32Copyright?2019ChicagoBusinessPressSupervisoryRolesinManagingPerformanceJudgeEvaluateperformanceAllocaterewardsCoachHelpemployeesolveperformanceproblemsIdentifyperformanceweaknessesDesigndevelopmentalplans9-33Copyright?2019ChicagoBusinessPressPerformanceReviewFormalMeetingsPossibletypesofformalmeetings:SystemInaugurationSelf-AppraisalClassicalPerformanceReviewMerit/SalaryReviewDevelopmentalPlanObjectiveSetting9-34Copyright?2019ChicagoBusinessPressStepstoTakeBeforeMeetingGiveatleasttwoweeksnoticeBlocksufficienttimeArrangetomeetinaprivatelocationwithoutinterruptions9-35Copyright?2019ChicagoBusinessPressMergedPerformanceReviewMeetingComponentsExplanationofmeetingpurposeEmployeeself-appraisalSupervisorandemployeeshareratingandrationaleDevelopmentaldiscussionEmployeesummaryRewardsdiscussionSchedulefollow-upmeetingApprovalandappealsprocessdiscussionFinalrecap9-36Copyright?2019ChicagoBusinessPressPossibleDefensiveBehaviorsofEmployeesFight

responseBlamingothersStaringatsupervisorRaisingvoiceOtheraggressiveresponsesFlightresponseLooking/turningawaySpeakingsoftlyContinuallychangingthesubjectQuicklyagreeingwithoutbasisOtherpassiveresponses9-37Copyright?2019ChicagoBusinessPressPrevent/ReduceDefensiveBehaviorsEstablishandmaintainrapportBeempatheticBeopen-mindedObserveverbalandnonverbalcuesMinimizethreatsEncourageparticipation9-38Copyright?2019ChicagoBusinessPressWhenDefensivenessIsUnavoidableRecognizeitAllowitsexpressionAccept

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