Experiences of Management Coaching (Part 2)Learn Management Articles on management-info.biz. Experiences of Management Coaching (Part 2) article will help answer your questions on Management Articles.We at management-info.biz specialize in Management Articles. Management Articles at management-info.biz provides the most up to date news and articles. If you have questions please do not hesitate to contact us.
In our experience, we have found that there are several reasons managers fail to get employees to see and acknowledge that they have a problem. They assume. Many managers bypass the step of getting agreement because they assume that an employee views the problem in the same way that they do. However, that is often not the case, especially when the performance problem is a pattern of behavior rather than a single event. People generally do things that they perceive to be in their own best interest. So, employees who realize that a particular work behavior isn’t in their best interest are more likely to change. In a typical management coaching situation – especially one involving a behavior pattern – an employee is likely to perceive mostly positive reasons for continuing his or her behavior. Take an employee whose pattern is being late for work. Let us assume that the employee knows what the work hours are and has received feedback from his boss about being late. So, why does the employee continue to be tardy? He or she probably sees fewer negative consequences for being late than positive ones – such as avoiding rush-hour traffic, having a leisurely breakfast, sleeping late, or feeling autonomous. They avoid. Another reason managers fail to get agreement is that they avoid management coaching situations because they feel uncomfortable confronting employees. They hope that employees will discover the error of their ways. But that is not likely because employees tend to see mostly positive reasons for continuing their behavior. They generalize. Many managers talk only generally about an employee’s performance problem instead of citing specifics. In such cases, an employee is not likely to see that his performance is different from what is expected or from other’s behavior – particularly regarding such issues as turning in late reports, taking extra time for lunch, leaving work early, and socializing too much. Unless a manager can point specifically to what an employee has done over what length of time and how that compares to an agreed-to expectation or other employees’ performance during the same period, the employee is not likely to think his behavior is a problem. Right string, wrong yo-yo. Many managers seek agreement on the wrong issue. They strive to get an employee to agree on the events leading up to a management coaching meeting but miss the larger, more important issue – that a performance problem occurs each time the event happens. The manager might try to get an employee to agree that he submitted two late reports rather than agree that turning in late reports is a problem. The key is what managers actually says to an employee. Not this: “Jim, twice this past month you turned in late reports. You know that my expectation is that all reports will be completed by deadline. Do you realize that you turned in two late reports?” This: “Jim, twice this past month you turned in late reports. You know that my expectation is that all reports will be completed by deadline. Do you agree that there’s a problem here that needs attention?” To get the employee to agree that a problem exists, a manager must do two things. First, he or she has to paint a mental picture for an employee that there is a difference between what is expected and what the employee is doing. To paint that picture clearly, a manager must juxtapose two pieces of information for an employee to visualize:
Positioning those two pieces of information together, using specifics, enables an employee to see the difference between his performance and what is expected or what others are doing. Imagine that an employee has been late to several team meetings in a row. Although you did not single out the employee, you made it clear at the last meeting that you expected everyone to be on time. In this case, you might say something like: “I wonder if you are aware that you've been late to four team meetings in a row. I thought I clarified at the last meeting that I expect everyone to be on time.” Second, the manager must help the employee understand the negative affects associated with his behavior. Imagine that the employee’s performance is a balance scale. Before a management coaching meeting, the scale is tilted towards the side stacked with all of the reasons an employee might see for continuing his behavior. A manager’s task is to tilt the scale in the other direction so that an employee can see more negatives than positives associated with the behavior. Then, the manager will be able to get an employee to agree that a problem exists.
|
More Articles:1. Organisation Tips For The Mobile Executive By Lorraine Pirihi Despite the fact that everyone sighs "How glamorous!", the life of the business traveller can actually be hell! Fighting international datelines, jetlag, airline food, hotel pillows filled with rocks, and the constant packing can turn an efficient, organised corporate commando into a bumbling mess.The situation can be similar for those whose car has to occasionally transform into a mobile office. The Road Warrior is a special breed: always on the move, always doin' it hard. (Although other peo… 2. Projects and Operations: An Amicable Separation IntroductionProjects and Operations are quite distinct sets of activities that, when mixed, can cause unnecessary havoc with the management of each. They have different resourcing requirements, require different management styles and have different objectives. Projects are time-constrained and initiate change. Operations are ongoing and suffer change, sometimes unwillingly...This short paper is a brief overview of the definitions, descriptions and characteristics of each set of activities. And c… 3. This Old Business By Michael S. Winicki Not long ago I was asked to come out and take a look at a business that had been around for about 10 years... but the owner was frustrated with the amount of money he was making.Here is the story of a natural food retail store located in New York State.The business itself is located in western New York State, within a small village. It sits upon one of the “main drags” going through the village and probably sees as much car & foot traffic as any other business in the limited “downtown” area.I… 4. Personnel Access Poses a Continued Risk By Felix P Nater The Security Consultant's Perspective...Implementing Personnel Security Initiatives should be the objective of every security director, human resource director, facility manager and safety manager. Key to the assurance of who gained access to your facilities is the knowledge of having a centralized identification system that allows for verification and retrieval of historical data through collaboration by the team mentioned above. I believe a solid ID Badge System is your first line of defense… |
||||
