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Winning leaders are those who coach good employees to become better people. These leaders equip their teams for success at work and at home.
Occasionally, though, leaders can get so enamored with new approaches and cutting-edge technologies that they forget to do the basics. Coaching is one such example. Whatever the latest new trend or book about leadership, the fact is that you are dealing with human beings.
Humans at work share fundamental needs that have never changed, regardless of generation, geography, nationality or gender: We all want to be informed, we want our opinions to matter, we want to be involved in creating changes and improvements, and we want to be acknowledged for our efforts.
When you are coaching team members, cut through the clutter and address these needs in four simple steps: explain, ask, involve, and appreciate.
Step 1: Explain. Clearly describe why something needs to change. Answering the "why" question is a key motivator--it gives meaning to our work. Be proactive by answering the fundamental four questions employees ask, whether or not you actually hear them:
Clearly explain to the team member how his or her performance affects the team and how that ultimately affects job security, promotional opportunities, recognition, credibility, chances for new projects, and financial rewards.
Step 2: Ask. Confirm that your employee understands. Don't proceed until you and the employee are both perfectly clear. Listen 80 percent and talk 20 percent. In a situation dealing with a performance issue, do not react emotionally. Wait for an appropriate break in the employee’s work, and seek to understand why the employee did not perform. Reserve judgment until you've listened to his or her answers.
Step 3: Involve. Discuss ideas for potential solutions and approaches. Continue your discussion to identify the root cause for the performance gap (focus on performance, not the person). Solving symptoms is easy (and also futile), so ensure you identify theroot cause.
Collaborate with the employee to set SMART (Specific, Measurable, Achievable, Relevant, Time-framed) performance goals for improvement. Then, ask yourself, "What can I do to prevent this in the future?" Winning leaders always look inside to see what they can improve.
If performance does not improve, your discussion should focus on the team member’s ability to keep commitments to you, rather than on the performance problem itself.
Step 4: Appreciate. Recognize positive movement or effort in order to encourage continued progress toward the agreed-upon goal. Look for things they are doing well and reinforce it. Demonstrate your appreciation for who they are, not just what they are doing.
Take these four steps and you will be on the pathway to boosting accountability and performance.
I will introduce the Alignment of values and vision take the complexity out of decision-making, and removes the ambiguity from the process of prioritization,because team members who have organizational alignment feel less pressure than those who don’t.
Coaching, Training and Motivation
There is no under performing team member in any team, its lack of utilization. Every teammate is expertised in his own level & its the managers responsiblity to make use of his expertise.
The best motivation is your own experience that you have to share with your team because what you have achieved is what they see in front of them and your struggle story is nothing short of a truth to them.
Assess the ability and capability of the team, gve necessary coaching and motivation. Help to enchance the strength.
Understanding the the member personality is a good way in order to inspire him/her for the purpose of creating new method for raising the level of permanence at work as motivated way
An under-performing groupe is a group of people with lack of interest. As a result, making the job interesting will solve it all, so giving everyperson a task that will match a point of strength that they have with pleasent speech will boost their self-confidence and get them more interested to finish it in order to standout between the rest.
The successful leader is the one who drives others to improve through example
As a manager, I will motivate him/her for the daily task and acheivement of target. I will continously give him/her opportunities so that they can achieve the target and it will give them a moral support.I will maintain a team spirit with possitive attitude so that each and every team member performs and team wins.
As a Manager, I will establish an action plan and timeline for getting them to acceptable performance. This might include formal training, peer coaching, observation, future feedback sessions, or any number of other supportive steps. Furthermore, I will discuss ideas for potential solutions and approaches and I will continue my discussion to identify the root cause for the performance gap. Once the gap identified then I will act accordingly to bring back his/her performance as per the Job requirements to achieve the targeted goals. During the training/coaching session I will appreciate his/her performance for their efforts to become more professional at their work place.
