2011-09-29

Successful coaching and council which is best - part 2

Drew Stevens

Counseling is essential to improving organizational performance yet few managers ever engage systematically and most don't effectively engage in it at all. The reason being is that many managers might believe that counseling requires too much time and effort of which they don't have and that the employee might actually engage them in too much conflict.

 

Here are some simple steps to help you through the counseling process: 

  1. Determine if the poor performance is caused by a lack of skills or simply a poor attitude.
  2. Focus on the behavior of the individual.
  3. Get agreement on the standard and the actual performance.
  4. Discuss the impact of the performance on others in the organization. Remember here to keep things objective never personal.
  5. Discuss the alternatives and consequences and actually have the employee, suggest some solutions.
  6. Establish action plans and dates so that the employee can be held to accountability standards.
  7. Constantly review and monitor the process.
  8. White down everything and keep accurate notes.
  9. Make decisions when necessary about future plans for the employee.

 

While this may seem like a very detailed plan to improve performance the sequence actually is faster than simply dealing with the issue in a casual manner or hoping that it will simply go away. The process lends itself to compliance, to human resource management and in helping you to coach your way to individuals with rotten attitudes.

 


Drew Stevens PhD works with organizations that struggle with productivity that effects profits. Dr. Drew works with senior officers and their direction reports to dramatically increase relationships that build higher morale. He can be reached through his website at www.stevensconsultinggroup.com © 2011. Drew Stevens PhD. All rights reserved.

2010-04-22

Understanding and minimising CEO failure

RHR International

The telecom company CEO expressed shock and anger. After less than a year at the helm, he was being fired. He had lost the confidence of the executive team. He departed, feeling misunderstood and unappreciated.

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10 best practices for employee surveys, part 2

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