A critical function of a leader is to coach and develop their people. Whether to their benefit or to their detriment, the typical measure of a leader’s performance is the sum total of the work done by their team members. As such, it is in any leader’s best interest to help everyone reach peak performance.
Any conversation about improving performance requires a baseline. How is the employee performing today? Are there obvious opportunities for growth or improvement? Be aware that there is a certain amount of tension involved with just about any conversation related to performance. Plan ahead — don’t rush in until you are fully prepared. I find it is often helpful to sleep on the topic. Get your notes together and walk through your plan for the conversation. If you can, review your outline with a trusted associate. Provide yourself plenty of room to come up with thoughtful suggestions for your employee, always keeping your motivation – to help them improve – at the front of your mind.
Throughout a coaching relationship, it is good practice to keep notes on your discussions, particularly the ones that feel most impactful. You may need to refer to these notes at a future time. At its core, coaching is teaching. Combine your lessons with intentional listening from both sides, and likely some constructive feedback, and you have a recipe for coaching. I use the word “constructive” because that is what feedback from a coach should be. Negative feedback, also known as just plain criticism, seldom produces a long-term positive result.
Many leaders struggle to provide feedback; so, I’ll share a few suggestions:
- Try to start with an overview of the business’ overall performance, then a closer look at performance in your specific unit.
- Stick to facts when discussing performance – avoid generalization.
- Share what you have observed and suggest performance changes that could produce a more positive result.
- Avoid a vague topic like “attitude” which, taken by itself, is hard to define. Use a specific example like: “I’d like to discuss what I heard you say to Charlie in yesterday’s meeting”.
- Consider timing. Avoid addressing performance issues during a season of high stress in the workplace.
- Schedule your feedback discussion ahead of time and find a quiet closed-door location.
- At the conclusion of the discussion, both parties should try to summarize what was just said. Be clear about conclusions and expected next steps, as they will likely be discussed again in future conversations.
I have observed over the years that too many leaders procrastinate when serious feedback needs to be given. Postponing tough discussions only compounds the difficulties on both sides.
Get your act together, get the facts clarified, talk to your coach if you have one and then get to work — have that tough conversation. I’d bet you’ll both feel better afterwards.
The ultimate goal of any performance-related conversation is that your employee hears the message clearly and feels positively about the outcome of the discussion. Whether the feedback is intended to bolster an already-high-performing member of your team or to provide guidance for an employee who has gone off-course, coaching can play an integral role in the professional development of your entire organization.
published Nashville Business Journal
