Want better performance? Coach your people
There is a constant struggle, isn't there, between the need to get faster results, and the need to develop our people. Ultimately, performance wins out and we end up telling them what to do, we end up resolving the problem, than we take the time to develop our people. After all, we rationalise, time is of the essence, and we cannot "waste" it by waiting for them to come up with the solution. And, at any rate, they are not ready to step up.
Sounds familiar? The fact of the matter is, as managers, we are stretched in opposite directions, and while we hope that our people can grow into the position, and be able to solve their problems, we don't have the luxury of time. Waiting for them to get to the point where they can manage their own problems independently might well impact our ability to meet the bottomline, and that cannot be accepted. Anyway, there will be other opportunities to develop them.
It seems that at every turn, we are rationalising to ourselves that we don't really need to spend the time to develop our people, and that there will be a time and a place for everything. And that is certainly not when it is mission-critical time, and it always is mission-critical! So day after day, week after week, month after month, perhaps even year after year, our people are none the wiser in how to improve their performance because you, their leader, always steps in for them, and solves their problem. Very soon, you have a bunch of people who cannot think for themselves, and who cannot solve their own problems, and who cannot improve their performance. Now who do you think is at fault here, you, the leader, or they? I hope it is obvious to you that you are the cause of their laid back performance, and if you want them to improve, then you will need to give them space to do so. You will need to coach your people into better performance. In this article, we will discuss the importance of coaching for performance, the benefits you get out of it, and I share three methods of coaching that even the most hard-press executive for time can apply it. There is now no excuse for the leader not to manage performance by coaching!
Before we move on, let us first dispel some myths about performance coaching...
(1) they are not ready
Well, the truth of the matter is, they are not. But it is a self fulfilling prophecy - the more they are not ready, the more we don't coach; the more we don't coach, the more they are not ready. Soon, they will be too far behind the curve to catch up, and it would be easier to replace them with someone performing at the correct level - the level that you could have gotten if only you paid attention to it! Not a particularly good position to be in, don't you think? As leaders, we need to get them ready, and not wait for them to be ready! And if that means that we have to invest in them, then so be it. It is better to do this sooner than later.
(2) we are always fire-fighting
Yes, I know; everything is mission-critical, right? You are always jumping from one fire to another. There seldom is enough time in one day to handle all the urgent stuff, much less to handle staff stuff! It is like a battlefield; as each day dawns, there is another mission, another fight, another manoeuvre. But have you ever stopped to wonder if indeed all the fire-fighting can be pre-empted by proper staff development? Perhaps if one was not so preoccupied with the urgent but maybe not so important tasks of fire-fighting, one can spend a little more time in the important tasks of staff development?
(3) coaching is time consuming
Many managers think that coaching takes time, and we have to lead our staff to first identify the problem, and then let them uncover the solution, and finally, have them try things out on their own, only to come to the conclusion that we now have. It seems like a very convoluted way to get people to do what we can simply tell them to. Well, contrary to popular belief, coaching need NOT be time consuming, and we can take these evolving situations as coaching moments. Simply leading staff down a cognitive path, of uncovering options, choosing a course of action, and allowing them to implement them, and of seeing the outcomes, have a more powerful developmental element than simply telling them what to do. And it does not take too much time!
(4) we cannot accept failure
So, which is a better teacher - success or failure? And how do YOU become a better leader; by continuous successes, or by falling down, picking yourself up, and moving on again? If you learn better through failure, wouldn't your staff learn better through failure too? Yes, I know - mission critical, right? So they cannot fail, right? So that means you don't allow them to learn too, right? And let's be honest, would you rather them fail in your midst or fail without you knowing about it? At least when you are around, you can pre-empt the matter and mitigate the impact of the failure. But if they are always sheltered from failure in the name of performance and objectives, they are also sheltered from learning, from developing themselves, and from making the right decisions in the future. Would you prefer to keep doing the same things for the next 20 years simply because your people cannot, and all due to you not allowing them fail in the small stuff?
Benefits of coaching
And what will you see by adopting a greater developmental mindset? Apart from the fact that your people learn more, and apply their own thinking onto situations at work more, here are other positive outcomes to applying coaching at work...
Opens channels of communication
I am sure this is one thing that goes without saying, right? The key tool to coaching is verbal communication, and the more that coaching is being applied at work, the greater the communication lines are opened. This allows people to work better with you and with one another. There is an altogether win-win-win situation when there is greater freedom of communication.
Builds greater trust
When leaders share their knowledge with their staff, it creates a stronger bond of trust. Trust is the glue that binds people to their leader, their team, their mission. Since business is a risky endeavour, to get people to undertake the risk with you requires trust. Coaching can achieve that for you.
Many companies complain that their people are not being held accountable for their actions. Well, one way to do that is through coaching. In a more formal coaching process, your staff will be held to account for his/her actions at each touchpoint. This imbues accountability in them, and also shows that you are serious about them achieving their targets and objectives. It is also not a once or twice a year affair, but a continuous process of action and accountability. A much more powerful way to meet performance targets than the cursory performance appraisal system, don't you think?
Course correct early
When there is a bond, free flow of communication and trust between staff and leader, there are no barriers to truth. If a mistake is identified, there is no finger-pointing and blaming; they simply work on a solution and course-correct. This pre-empts any unravelling further down the road, pivoting early to meet operational as well as business goals.
Enhances cohesion and collaboration
When coachees come together and work on projects together, collaboration between team members, and later, with other teams, is enhanced. This firms up team cohesion which is so important in pulling off the all-nighters to meet a particularly demanding deadline when the time comes.
How to coach
With all the benefits of coaching, I hope I have piqued your interest a little to wanting to find out how to apply coaching at work too, especially to meet the needs of the busy executive! Well, there are many coaching models, and many of them are effective for the specific needs that they were developed for. But here, I would like to share three of my favourite models to develop performance, and I present them in ascending order of time commitment...
A. Spot coaching
Spot coaching is a method I use when there is a "coaching moment" and where there are mindsets that I need to change. It is important to do this at the point of coachability, and not wait until the event has passed. This is because, according to learning pedagogy, you should put the learning closest to the point of learning, and not wait until the context has all but disappeared. How to do spot coaching? Here are the main steps:
(a) Get your staff to state the intent
(b) Lay out the constraints
(c) Identify inconsistencies
(d) Commit to a better solution
All this is done in one sitting. Let's see a coaching conversation between a new salesman and you that follow the spot coaching format:
Staff: I am so happy to be in this team. I am pumped! I intend to earn $100,000 this year.
You: Wow! That is great to hear. Can you share your $100,000 income route?
Staff: Well, I am on 10% comm. So, I figure that if I can get $1,000,000 revenue by the end of the year, I can make the $100,000.
You: And how many widgets do you need to sell to get $1,000,000?
Staff: Well, if I divided 1,000,000 by 12, I will be able to get $83,333 per month.
You: So how many widgets is that?
Staff: Seeing that we sell each widget at $1200, that would be about 70 widgets
You: And what does that mean?
Staff: Well, it means that I will have to sell between 17 to 18 widgets a week. I think I can do that!
You: And how many people do you need to speak to to make the 17 to 18 widgets a week?
Staff: Well, as many as it takes.
You: And who are you going to sell it to?
Staff: Anyone who has a need for the widget, and frankly, who doesn't?
You: OK, I think you need to redo your numbers. I commend you for having this goal, but you need to understand conversion rates and the sales funnel. You need to know how many of the people who come to speak with you will turn into a lead. And from that lead, how many of them will become a marketing qualified lead. From the marketing qualified lead, you then need to know how many will convert to becoming a sales qualified lead. And then from that, you will need to know who will become an opportunity, and from the opportunity, who will finally become your customer. So, for simplicity sake, let's assume that the conversion rate for each stage is 50%; that is, one out of every two will move on in the sales funnel. This is actually a really a high number. So, to get 18 customers, you will need to have 36 opportunities. For 36 opportunities, you will need 72 sales qualifies leads. For 72 SQLs, you will need 144 MQLs. And for 144 MQLs, you will need 288 leads, and for 288 leads, you need to reach out to 576 people!! A week! For 52 weeks! Does this seem logical to you?
Staff: I suppose not. So, does it mean I will not be able to make $100,000 a year?
You: You can, but you need to work smart. Why don't you do this... talk to your fellow sales people and get a sense of the conversions. Then map out your funnel, speaking with marketing on how they can bring in more leads for you. And then, come to my office next week, and let's go through the numbers. How does that sound to you?
Staff: That sounds very supportive.
You: Yes, I want to support you on your goal. So when we meet, we can then map it together to see how far you can get with your s