Once you've explored how to set goals and provide direction for individuals, as well as how to coach people to improve their skills – and to improve their confidence and motivation; there is another aspect to consider.
In this module we examine the situation where the all leadership and coaching skills learned so far in your role no longer seem to apply – because the individual we are leading is still not performing satisfactorily.
In this case – it’s quite possible that performance counselling is the approach we should take – to see if we can lead this individual back from the position of under-performance or non-performance.</p>
This first episode of Counselling to Improve Performance starts by discussing the concept of performance counselling – and how this differs from coaching.
Remember, if performance counselling is required, it’s usually because the individual concerned has already been given direction, coaching, guidance and mentoring – but still is not performing satisfactorily.
What is the key aspect of a performance counseling discussion?
What is the key area that you need to be specific about and why?
If you reflect on the last time you undertook a performance counseling discussion how specific were you in outlining the issue?
What would you now do differently?
This second episodes outlines the key steps to follow for an effective performance counselling discussion – and then goes into each of these steps in detail.
As we go through them – we’ll also briefly revisit the listening and questioning skills – that are vital to any effective leadership conversation – but are crucially important for a performance counselling discussion.
What are the key steps from the module that you can start applying in a performance counseling discussion?
Which of these areas do you believe you can most improve upon and why?
How often do you find that individuals do not understand that their current level of performance is below expectations?
What one step in the process really grabs you as critical and why?
In this episode we explore how ask the staff member for their ideas on how to solve the problem. Some people will be surprised at being asked for their ideas on how to solve the problem.
And if they’re unaccustomed to taking the initiative – or being offered the opportunity – they might be resistant at first.
We remind you as the Manager, not to be anxious if they don’t respond immediately – give them time – and allow room for silence.
Why would you wish to ask the staff member on how to solve their own issue?
To what extent do you believe this is important?
What culture do you think you are creating where the answer to 2 above is for example, “very important”?
To create the appropriate climate during a performance counselling session – the relationship between you as the leader – and the person you are counselling – needs to be supportive and developmental.
If your team member sees it as a developmental conversation – rather than a stressful confrontation – then they will be more receptive to change.
A stressful confrontation between the two of you will undermine the supportive relationship required to create the appropriate climate
What do you understand about creating the “right climate”?
Do you think that this is important within the business that you work and why?
How often do you find yourself in a confrontational position and if so, what impact does this have on the overall culture of the business?
What can you now do differently?
What key aspects of this module most ring home to you and why?
Where as a business do you fall over with respect to the ideas put forward in this module?
How would it impact your business if you were to adopt this approach – in other words, what would be different?
How important is it to you as a leader to make such a change?
Chartered Accountant by profession, MBA by necessity, Business Owner at heart and Creative Thinker with a passion for learning !
Applied 10 years of thinking after running large scale sales teams in large corporates (where teams consisted a Managers, Sales Managers, Investment Advisors and Financial Planners) to create SalesDNA.com.au.
The Idea being that the internet allows you to provide content in a scalable manner so that decentralised teams can benefit from world standard learning material that is packaged in a way to meet the different ways that people learn and which puts the user in control of their own learning.
The face of our videos, David Dowe, is regarded as one of the best coaches in his field. With over 20 years experience, he has received plaudits from CEOs to COOs, Exec General Managers and front-line Managers. David has worked with a who's who of mid to large sized companies in Australia, the UK and Europe.
Learning and development professional specialising in sales and leadership development.
20 years’ experience across a diverse range of blue chip organisations, including Financial Services, IT, Healthcare and FMCG. Has a reputation for successfully leading L&D teams which enable organisations to achieve results and improve ROI. Builds sales force effectiveness based on structure, focus and practical management procedures, together with excellent standards of leadership, communication and engagement.
Specialties:Transforming sales teams and driving high performance sales & service cultures.
Results focused coaching and performance management, including executive level coaching.
Coaching sales teams to pitch for and win complex commercial deals.
Please see our bios on Linked in for more details !