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. How to Manage Your People Well: Tips for Managers of Training By Andrew E. Schwartz As a training manager, there are two important aspects to managing your people well: hiring, supervising, and motivating (managing with your people) and building up corporate support for your department (managing for your people). Unfortunately, training is not well understood by some executives, and its benefits can be hard to assess. Even a good training manager’s department risks cuts by cost-conscious administrators convinced that training is an unnecessary expense. In The Secret of My Suc… 2. SINO_NSH VFD Insulation Oil Purifier/oil purification/oil treatment plant NoneVFD(oil Treatment, oil Filtration, oil Purification, oil Recycling, oil Filter, oil Restoration, oil Regeneration, oil Filtering, oil Reclamation) series is mainly used to improve the properties of insulation oil. It can remove trace water, gas, particulate matters etc. from the insulating oil effectively and rapidly so as to boost performance of transformers, circuit breakers, mutual inductors, cable and capacitors which has insulation system. VFD series specialize in purifying branded oil,… 3. Finding the Right Way to Motivate Your Employees By Chris Widener Fear, Incentives and GrowthZig Ziglar says that there are three main ways to motivate people in general and employees specifically. They are fear, incentives and growth. Let's take a look at each one.Fear. This is not good. Number one, it isn't right, and number two, it doesn't work well in the long run and isn't good for the overall health of the organization. Yet, still there are people who use it. They make blatant or veiled threats in order to get people to work. There is a better way.Ince… 4. Your Blueprint For Business Success By Joe Love Before you start your own business one of the first things you need to do is draw up your business plan. This is your blueprint for success. Your business plan states the purpose of your business. It never ceases to amaze me that so few businesses have any type of written business plan. Because without one, you have very little, if any, chance of success.The day-to-day details and problems of running a business will often take your mind away from the prime thrust of your business. This can and… |
||||
