Code of Corporate Competitive Advantage Practices (CCAP
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Transcript Code of Corporate Competitive Advantage Practices (CCAP
“Coaching for Performance”
Siam Cement Industry Co., Ltd.
7/18/2015
Performance Management
“Being good isn’t enough anymore.
We must be better.”
R.E.Heckert, Chairman, E.I. duPont
“If you don’t know where you are
going, you will probably end up
someplace else.”
David P. Campbell
The Importance of Performance
Effective organizations get the right
things done
Quality is important
Do it right the first time
If it ain’t broke, make it better
Delight the customers by exceeding their
expectations
Manager’s Role
Getting things done through and with
other people
Hire the right person for the job
Clarify expectations: set helpful goals &
standards
Observe, track, and monitor the
employee’s performance
Manager’s Role
Provide encouragement and supportive
feedback to help the employee sustain
good performance
Provide ongoing feedback and coaching
to help the employee develop
Prepare for and conduct successful
performance appraisals
Manager’s Role
Respond to discipline problems directly
and consistently
When necessary, conduct termination
meetings professionally
The Road to High Performance
Performance Planning
Performance Calibration
Performance Review & Appraisal
Performance Management Process
Performance Appraisal Form: The scorecard
used to keep track of how well
performance is being managed.
Scheduled stops
Re-read the road map
Feedback
Coaching
Track and evaluate performance
Effective Performance Planning
Areas of responsibility
Minimum levels of performance
(standard)
Areas of accomplishment (goal)
Tracking and measurement
Values and competencies (behaviors)
Coaching and contracting
Performance Calibration
State the purpose of the meeting and
highlight what will be discussed
Ask the employee to discuss his/her own
performance
Share your perception of the employee’s
performance
Jointly review current objectives
Develop an action plan
Communication
“I know you understand what you think
you heard. But I am not sure that you
realize that what you heard wasn’t
what I meant”
Woody Allen
Communication Process
Face-to-face communication
– Content: words
– Paraverbal: our way of speaking
– Nonverbal: our body language
Impact of communication
– 54% for body language
– 39% for tone
– 7% for content
Performance Communication
Informing: presenting facts, data,
opinions or other information
Inquiring: investigating and exploring
through questioning, attending, and
listening
Resolving: an exchange of information to
solve some common problem/concern or
to resolve some difference that exists
Communication Skills
Basic Performance Communication Skills:
Climate builders
Focusing skills
Feedback skills
Listening tactics
Definition of “Coaching”
“The process used by managers to
empower individual employees to put
forth their best efforts.”
Info-Line, June 1990
Characteristics of Coach
Teachers
Learners
Communicators
Role Models
Responsible
Honest
Detailed
Supportive
Forgiving
Benefits of Coaching
C: complete quality work, creativity from
employees
O: operate as individual or as a tem
member
A: accountable for work, accept new
challenges
C: competency levels higher, cooperative,
collaborative
H: hear, help
Effective Listening
Attention
– Posture, facial expressions, eyes, sounds
Understanding
– Paraphrasing, reflecting, questions,
acknowledging emotion
Feedback
Feedback is the breakfast of champions
(Ken Blanchard & Spencer Johnson, 1982)
Effective coaches provide regular
feedback to the people with whom they
work: both positive and corrective
feedback
80/20 Rule of Feedback
Positive Feedback
Recognition and appreciation strengthen
performance
No news is good news
Key:
Behavior: what is valuable
Effect: why is important and how
Thank you: give appreciation
Corrective Feedback
Eliminate the behavior, but keep the
employee to perform better
Key:
Behavior: what is unacceptable
Effect: why and how it hurts
Expectation: what to change
Result: the consequences of behavior
Coaching Model
Get agreement that a problem exists
Decide on a solution
Follow-up
Give recognition when the problem is
solved
Successful Coaches
Develop the player
Win the game
Writing Performance Appraisal
Step 1: Collect the right information
– Job description
– Standards
– Goals/objectives
– Expectations
Writing Performance Appraisal
Step 2: Consider the employee’s level of
performance
– No surprise
– Cover the entire performance period
– Describe patterns of behavior
– Record high-impact behaviors
• Quantifiable/objective data
• Illustrations/examples
Writing Performance Appraisal
Step 3: Write a draft
– Move from the general to the specific
– Highlight the best evidence
– Use the rules of good feedback
– Provide enough detail to allow the
document to speak for itself
Performance Appraisal Data
From Fortune 100 Companies (list by order
of importance:
Improving work performance
Administering merit pay
Advising employees of work expectations
Counseling
Making promotion decisions
Performance Appraisal Data
Motivating employees
Assessing employee potential
Identifying training needs
Better working relationships
Helping employees set career goals
Assigning work more efficiently
Making transfer decisions
(Cont’)
Performance Appraisal Data
Making decisions about layoffs and
terminations
Assisting in long-range planning
Validating hiring decisions
Justifying other managerial actions
(Cont’)
Coaching and Performance
“You cannot teach people anything.
You can only help them to discover it
within themselves.”
Galileo