Performance Coaching
Performance Coaching
We have experienced the most dramatic process of change in the training area today for 50 years. The recognition more and more gains acceptance that a traditional training doesn't bring the value for enterprises expected by the globalization and the competitive pressure.
Dana and James Robinson notice in their book "Moving From Training to Performance" that almost 60 billion dollars direct cost for the education of the employees are distributed in the U.S.A. every year.
If we include the indirect cost (e.g. the time which is used for this education) the sum increases to 200 - 300 billion dollars. Employees, however, don't even use 30 % of the acquired knowledge and skills generally at their work. Many education departments nevertheless report about their activities (e.g. number of participant days, judgment of a seminar etc.) instead of about the scored results furthermore. No wonder that more and more enterprises have serious doubts about the value of these kind of seminars.
Employees need, however, more and more technical knowledge and behaviours whose requirements in addition permanently change. Studying lifelongly is one must and enterprises are forced to provide the infrastructure required for it today.
Dictionaries translate the concept "performance" by "appearance" (in connection with a show) for "fulfilment" and "balance sheets" (in connection with the development of a financial stock). In my opinion performance only then can be measured if she walks along measurands of the output, this means a new added value provided by the employee to the enterprise.
Performance and performance development have to be measured in the consequences or the value to be expected alone. Value means, however, more than performance. Value is rather the result of the operational activity, added value for it so.
For the personal policy this means that learning objectives are defined with respect to the expected performance. Therefore there are the following questions to be cleared before every personal improvement activity:
- What concretely shall the coachee do?
- Under which circumstances shall the performance be produced?
- When becomes the performance quality or the performance standard looks reached?
If we compare this with the above mentioned "traditional training approach" the word "paradigm change" is certainly not an exaggeration.
An intervention (mostly a seminar) is still carried out due to a faulty performance in the output. At the following check of the output a success of the intervention will be able to be only seldom recognized.
Since the performance main emphasis must, however, be on the outputs therefore not on which what they do to what the employees produce it is necessary to form performance models when output defines a quite concrete business goal.
The development of performance models always takes place in four steps:
1. Determination of the decisive output
2. Composition of data to these outputs
3. Preparation oft a list with the "Best Practices" for these outputs
4. Inquiry of data to the "Best Practices".
In difference to the "classic coaching", where the person with all his strengths and weaknesses occupied the centre the main focus at performance coaching is the matter alone - the output!
If this target is defined once, it is all about the coachee (the performer) to support with corresponding measures, to accomplish this quite concrete goal:
1. Instruction: The primary objective consists in helping the performer to understand and to keep useful information or knowledge.
2. Consulting: The primary objective consists in helping the performer to recognize and to develop useful adjusting and convictions.
3. Coaching: The primary objective consists in helping the performer to develop the skills, behaviour and practices which give his performance goals a better understanding of him.
The performer can be a single person or a group. The once defined concrete target (output) always is however, in the centre differently than at traditional training measures. If this goal isn't accomplished, the performance measure can be regarded as failed.
So performance coaching also means an absolute identification for the coach with the defined target whose attainment only measuring criterion is for him like for the performer.
Performance Coaching - To learn more about this author, visit Hans-Peter Holzwarth's Website.
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Performance Coaching: Farewell to the soft approach - The rediscovery of performance
We have experienced the most dramatic process of change in the training area today for 50 years. The recognition more and more gains acceptance that a traditional training doesn't bring the value for enterprises expected by the globalization and the competitive pressure.
Dana and James Robinson notice in their book "Moving From Training to Performance" that almost 60 billion dollars direct cost for the education of the employees are distributed in the U.S.A. every year.
If we include the indirect cost (e.g. the time which is used for this education) the sum increases to 200 - 300 billion dollars. Employees, however, don't even use 30 % of the acquired knowledge and skills generally at their work. Many education departments nevertheless report about their activities (e.g. number of participant days, judgment of a seminar etc.) instead of about the scored results furthermore. No wonder that more and more enterprises have serious doubts about the value of these kind of seminars.
Employees need, however, more and more technical knowledge and behaviours whose requirements in addition permanently change. Studying lifelongly is one must and enterprises are forced to provide the infrastructure required for it today.
Dictionaries translate the concept "performance" by "appearance" (in connection with a show) for "fulfilment" and "balance sheets" (in connection with the development of a financial stock). In my opinion performance only then can be measured if she walks along measurands of the output, this means a new added value provided by the employee to the enterprise.
Performance and performance development have to be measured in the consequences or the value to be expected alone. Value means, however, more than performance. Value is rather the result of the operational activity, added value for it so.
For the personal policy this means that learning objectives are defined with respect to the expected performance. Therefore there are the following questions to be cleared before every personal improvement activity:
- What concretely shall the coachee do?
- Under which circumstances shall the performance be produced?
- When becomes the performance quality or the performance standard looks reached?
If we compare this with the above mentioned "traditional training approach" the word "paradigm change" is certainly not an exaggeration.
An intervention (mostly a seminar) is still carried out due to a faulty performance in the output. At the following check of the output a success of the intervention will be able to be only seldom recognized.
Since the performance main emphasis must, however, be on the outputs therefore not on which what they do to what the employees produce it is necessary to form performance models when output defines a quite concrete business goal.
The development of performance models always takes place in four steps:
1. Determination of the decisive output
2. Composition of data to these outputs
3. Preparation oft a list with the "Best Practices" for these outputs
4. Inquiry of data to the "Best Practices".
In difference to the "classic coaching", where the person with all his strengths and weaknesses occupied the centre the main focus at performance coaching is the matter alone - the output!
If this target is defined once, it is all about the coachee (the performer) to support with corresponding measures, to accomplish this quite concrete goal:
1. Instruction: The primary objective consists in helping the performer to understand and to keep useful information or knowledge.
2. Consulting: The primary objective consists in helping the performer to recognize and to develop useful adjusting and convictions.
3. Coaching: The primary objective consists in helping the performer to develop the skills, behaviour and practices which give his performance goals a better understanding of him.
The performer can be a single person or a group. The once defined concrete target (output) always is however, in the centre differently than at traditional training measures. If this goal isn't accomplished, the performance measure can be regarded as failed.
So performance coaching also means an absolute identification for the coach with the defined target whose attainment only measuring criterion is for him like for the performer.
Performance Coaching - To learn more about this author, visit Hans-Peter Holzwarth's Website.
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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George LudwigGeorge Ludwig is a recognized authority on sales strategy and peak performance psychology. An international speaker, trainer, and corporate consultant, he helps clients like Johnson & Johnson, Abbott Laboratories, Northwestern Mutual, CIGNA, and numerous others improve sales force effectiveness and performance. Though it's George's strategies and processes that help corporations increase productivity and performance, it's his tremendous energy and dynamism that spark the transformation. Again and again, clients remark on his amazing ability to unleash human capacity and inspire men and women to break out of their comfort zones. The result is a whole new type of salesperson. His customized presentations teach achievers to make stunning advances in their lives. From helping salespeople realize cherished dreams to helping corporations exponentially accelerate revenue streams, George Ludwig leaves audiences and individuals empowered, emboldened, and clamoring for more. George is the best-selling author of Power Selling: Seven Strategies for Cracking the Sales Code and Wise Moves: 60 Quick Tips to Improve Your Position in Life & Business. - Visit George Ludwig's Website |
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Casey GollanCasey Gollan, Business Coaching & Mentoring Programs. Add $1 Million to $10 Million in the next 1 to 3 years. Since 1996 Casey has to added hundreds of millions of dollars to businesses. Watch a free video see client results Business Coaching website. - Visit Casey Gollan's Website |
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Leanne Hoagland-SmithAre your sales where you want them to be? Will you be one of the few who achieves sales or business success or one of the many who have failed to change? Are you tired of being told you are like everyone else? Then you may find my first book on sales of interest. Be the Red Jacket in the Sea of Gray Suits, The Keys to Unlocking Sales available at Amazon or at http://www.processspecialist.com/red-jacket.htm. This book is a reflection of my no-nonsense approach to improving sales to overall business results. If you are truly committed to making sustainable changes, then I can help you secure a positive return on your investment because I focus on executable solutions not telling you the problems you already know you have. From training to corporate (group) coaching to executive one on one coaching, my approach is to assess, create awareness, build a goal driven action plan and then execute. The bottom line question is "Not do you or your employees know it, but do you or they want to do it?" Please call for a free strategy session at 219.759.5601. - Visit Leanne Hoagland-Smith's Website |
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Joe DagerJoe Dager is President of Business901, a progressive coaching company providing no-nonsense direction in areas such as Lean Six Sigma Marketing and organized referral marketing. What others say: In the past 20 years, Joe and I have collaborated on many difficult issues. Joe’s ability to combine his expertise with “out of the box” thinking is unsurpassed. He has always delivered quickly, cost effectively and with ingenuity. A brilliant mind that is always a pleasure to work with.” - James R. If you want to learn more about Business901, start a conversation with us. We can be found @ Web/Blog: Business901.com Web/Blog: FundingYourNonprofit.com LinkedIn Profile Follow me on Twitter - Visit Joe Dager's Website |
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John BrennanJohn Brennan Ed.D. Dr. Brennan is President of Interpersonal Development, LLC, a training and development firm. Interpersonal Development has provided sales training and coaching to more than 3,000 sales reps from over 100 companies. A native of Australia, Dr. Brennan received his doctorate from the University of Rochester. His dissertation researched the effectiveness of Behavioral Modeling Technology in training people in interpersonal skills. While he has spent most of his career designing or delivering training, he was also a Vice-President of Sales of a training and development franchise with operations in 25 markets. Dr. Brennan has designed and delivered sales training in North America, Asia, Europe, Australia and the Middle East. He has been a guest speaker at numerous national and regional professional conferences. When Microsoft wanted Best Practices articles on sales for their web site, they called Dr. Brennan. The results are at http://office.microsoft.com/en-us/FX011387391033.aspx His firm’s clients have included Volvo, The Prudential, Merrill Lynch, Eastman Kodak, Gannett, Equifax Europe, the Economist Group and countless small businesses. - Visit John Brennan's Website |
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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