Resource Edge   

HR Forum, March 2007 -
Coaching as a tool for Performance

I have been running a lot of leadership development programmes recently. I always start with discussing the external business context for leadership, to help people understand what change is likely and how to start anticipating and preparing for these changes. Businesses are experiencing massive, relentless change in ever increasingly competitive markets. Despite this, the future will challenge businesses to go beyond both current and predictable levels of performance and productivity.   To meet this challenge, if an organization is to survive and thrive, it must learn to change and adapt with the market. Change and growth are not achieved by strategies, but by people who make strategy happen.  This means there is going to be constant demand for people to adapt and to learn new things, often speedily.

As part of these leadership programmes we talk a lot about using coaching for developing performance. We know that nowadays, leaders do not have the time or capacity to control everything and everyone anymore, especially those working in matrix organizations. They realise that to be successful, the skills needed in addition are to be able to delegate, to create a culture of responsibility and self-generated actions. This is where the interest in coaching starts. Coaching is now recognized as a tool to help facilitate organizational change and support learning and development initiatives. In a recent UK survey by the Institute of Personnel and Development, nearly nine out 10 firms expect their managers to deliver coaching as part of their day-to-day work. This trend is mirrored in other countries. Unfortunately, just because there is an expectation for coaching, it doesn't mean we've developed the new skills required to "coach" successfully. 

Coaching is about working with people to show them new possibilities and help them see options and take actions previously not obvious to them. Coaching is the capability to alter or shift  thinking and confidence and re look at the context within which people normally operate. What we do know is that good coaching skills can make the difference between getting performance and getting excellence out of ourselves and our team. There are now numerous pieces of research that can demonstrate a return on investment.

 What are the real basics we need to know and do?

1. Clear outcomes!   Knowing the outcomes for the session or end result, gives a clear goal. Often people talk about wanting to improve their influencing skills. A good coach will help narrow down what is the root cause of the problem and help the individual figure out how to move forward. Vague goals like influencing, mean we rarely arrive at the right end point.

2. Good Listening and Good questions!  Don’t think for the individual but with them.  Listen and question for the head (facts, content), the heart(emotions, body language) and the feet (motivation).

3. Assess the current reality.  Many recent studies have shown that “Technical Skills” (e.g. knowledge and functional skills built over time) only represent 20% of the input into our performance. The remaining 80% which affects our performance comes from our "Personal Skills" (e.g.  Behavioural aspects,  Decisiveness,  Assertiveness, Emotional stability, Enthusiasm, Open-mindedness, Self-confidence or Drive etc). 

Few of us understand just how deep rooted our own behaviour patterns are, let alone how to positively change them in other people.  A key skill then is to observe and determine the performer’s needs in these behavioural areas: knowledge of what to do, how to put into practice, willingness and confidence and overcoming any barriers limiting performance, need to be looked at. We coach to build  skills, challenge assumptions, share ideas and share tools to drive performance.

4. Measure and evaluate the result, based on the original goal. There needs to be follow up to encourage continuous improvement and also try to end every interaction with a "win".  Coaching at the end of the day is about action, building belief and skills and regular review. To retain the brightest and the best we need to build the ability to develop people, evoke performance excellence and create a culture of continuous learning.

Finally, according to NASA: -
"In every field of human endeavour  where performance is key, coaching is integral to helping shift an individual's mindset, approach, and behaviours to ensure more effective action and greater business success. It's all about the company and employee strengthening and growing.”

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