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High Performance
| Guest post by: Geoff Flemming |
Article Overview: After recently discussing with a client their high performance model, I realised that it may not actually be one!
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Free Download - Joy of Confrontation By Geoff Flemming |
High Performance
If you look at companies that implement and fully realise high performance models like Southwest Airlines, what you notice is that their model is based primarily upon intrinsic motivation. They focus on getting people who love what they do, and the companies' have a system that allows people to be remuneratedin an environment that emotionally rewards them every day for doing what they love to do. The model negates the need for complex extrinsic rewards and they spend little time in performance management. These companies love and nurture their people, and their results speak for themselves.
This particularclient's model was purported to be one of high performance, but was really all extrinsic. It sets rewards that are supposed to motivate and also ensures that people feel discomfort if they fail to perform. The 'carrot and stick' model. If all else fails move people on and simply replace them. This in my opinion creates internal competition, fear and ultimately average performance. It operates well in environmentswhere people are seen as unimportant and expendable.
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Article Tags: Business coaching, Crucial Confrontations, Crucial Conversations, executive coaching, high performance, Influencer, Leadership development, motivation, performance model
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About the Author: Geoff Flemming RSS for Geoff's articles - Visit Geoff's website Geoff Flemming is the Director of Business Transformations, a well established coaching and consulting firm based in Victoria. Apart from Geoff's track record in senior management working with a range of Australian corporations, Geoff has been in the coaching field for 11 years. He has developed and delivered a range of leadership and behavioural change programs nationally through a range of industries. His specialty is in developing emerging leaders and working with fast growth organisations. Geoff has designed and successfully delivered leadership and executive coaching development programs through service industries such as retail security and salons, through to pharmacy groups and a number of franchise organisations. The primary outcome in organisations that have been through Geoff's programs is in the creation of a culture of leadership and high performance. That is teams of people who are aligned, communicate well, keep each other accountable and are intrinsically motivated to achieve the best possible result. Geoff also runs Crucial Conversations Australia / New Zealand. This organisation is part of SevenSeventeen, the licensee for VitalSmarts products in Australia and New Zealand. Crucial Conversations now runs under license in more than 40 countries around. It is the consumate program for people in all walks of life to teach how to have tought conversations - and have them go well! http://www.crucialconversations.com.au Click here to visit Geoff's website   Managing Change Developing Outstanding Employees Motivation Some Things Never Change The Power of Influence Managing and Maintaining Performance |
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ARTICLE: Performance coaching in the workplace
- To create lasting performance change it is necessary to first understand the positive and negative influence that a person’s personal behaviors has on their execution and what impact these have on their ability to achieve success. Only when we fully understand a person’s behavioral patterns and create positive self-managing coaching strategies can we assist a person to create lasting performance change.
The vast majority of employers believe coaching can deliver significant benefits to both individuals and organizations. The majority of employers plan to increase the use of coaching over the next few years, according to a new survey by the Institute of Personnel and Development. Nearly nine out of ten interviewed companies expect their managers and supervisors to deliver performance coaching as part of their day-to-day work.
In another large industry-wide study it was found that most managers reported that they were confident in their ability to coach. However, the study also showed that the managers’ actual skills levels as coaches were typically poor. As a consequence they were not nearly as effective in their coaching as they believe themselves to be. Often times, they believed that coaching consisted of just providing 1-to-1 instructional feedback to their staff members on what to do in a given situation to perform better.
Many recent studies have shown that technical skills only represent at best 20% of the contribution into our performance. The remaining 80% comes from our ability to choose or make a decision, assertiveness, commitment to grow, ability to concentrate, honesty, optimism, persistence, ability to perform well under stress and so on. These traits are commonly called our soft skills or attitude. Few managers understand just how deeply rooted their own behavior patterns are, let alone how to positively change them in other people.
Performance coaching is frequently confused with other types of coaching, such as Executive coaching and Life coaching. Performance coaching is a form of Directive coaching. Executive coaching and Life coaching are both forms of Non-directive coaching. Directive coaching is usually more suitable for a manager who sometimes acts as a coach.
Performance coaching in the workplace has developed immensely from what it was only 4 years ago. To choose the right coach will make a huge difference. You also better make sure to know what you want. If your coach knows what (s)he is doing – you will get on your way to get it!
[i:38tu5pgr]- Peter J Karlsson[/i:38tu5pgr]
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