Sep 12 2011
Coaching: from the sidelines or in the game?
There is one thing more powerful than all the coaching models, approaches and certifying organizations put together.
That one essential key is hindered by almost all organizational performance appraisal, performance assessment, performance development or what-have-you systems and processes. The typical performance appraisal system puts the manager in the position of assessing and judging the employee. Separate from them, overlooking, deciding, giving them their score. There is no requirement to make a significant commitment to the employee. Sometimes there is a commitment to provide developmental opportunities but rarely have I seen a manager commit to the employee that their performance will improve.
From the sidelines you watch and judge. “From the French judge, a 6.9”.
Imagine this scenario: A manager says to her boss and her colleagues, “Let this employee work for me for a year and I promise they will be twice as effective as they are now. If they don’t achieve that, cut my pay in half and don’t let me supervise anyone again.”
Now that’s commitment – a level of commitment that’s a game-changer. Now you’ve got something at stake. You are in the game with the employee and with a commitment to improving performance. To make this bet you may need more development than your employee. That way everyone wins!
If you have some employee whose performance needs to improve, and you’re not willing to make the bet, either you or the employee ought to leave now and save everyone from the torture of being stuck in a job going nowhere.
But then, not everyone wants to change the game. Not every assessor, evaluator, judge, Monday-morning-quarterback wants to risk putting their own ass on the line.