Performance Coaching

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					The dreaded 'staff appraisal' is feared by workers worldwide. It goes by numerous distinct aliases -
performance appraisal; employee appraisal; performance assessment; development discussion,
ultimately they all mean the exact same factor - you're about to have all of your worst qualities and
characteristics pointed out, written down and rated on some sort of scoring program which will then
be stored in a confidential file and locked in a metal bullet-proof filing cabinet somewhere. By no
means to be seen once more, that's until your subsequent appraisal - and who knows when which
will be?

A survey conducted by Investors for Individuals of 2,900 individuals showed that 29% of men and
women felt that the experience was a waste of their time, and 44% believed that their appraiser had
been dishonest. However, the survey also showed that annual reviews of staff performance were
now commonplace in big organisations. So why do employers continue to make use of this
technique of assessment?

Interestingly, 41% of workers voted that an appraisal was a useful physical exercise. From these
figures it becomes obvious that the overall concept of an appraisal was encouraged by workers,
nonetheless a widespread complaint was that they were too infrequent and far in between -
meaning that workers never became accustomed to them and creating them a far larger deal than
we really feel they really should be.

Based on Tony Buzan and Chris Griffiths in their book 'Mind Maps for Business', wonderful leaders
really should motivate and encourage staff and make them feel valued and component of a team so
that you can maximise motivation and encourage productivity. Regular reviews on individual staff
performance are obviously very crucial for managers and supervisors and when it comes to HR, but
in today's fast paced enterprise planet 'performance reviews' are frequently pushed to the bottom
of the list of priorities. Consequently the irregularity of conduct ultimately defeats the original point,
as staff cannot grasp accurate insight as to how their employer perceives them.

What are we doing wrong?

"The dilemma with terms like appraisal, 360° feedback or balanced scorecard is their negative bias",
says Tony Buzan. He argues that these modes of performance assessment give out the message that
the employer is saying 'This is what I think of you', and that any feedback from the employee will
either not be received or not appreciated.

This one-way method can usually really feel like a bombardment of criticism on the employee's
component and is ultimately detrimental to their self-esteem and self-worth, which is naturally
extremely harmful in an office environment. It can frequently really feel rather pointless from the
employee's perspective too, as they typically obtain extremely little constructive criticism that they
can work with and improve upon. So how is it achievable to 'assess' individual workers performances
in a a lot more encouraging and positive way?

The easy answer - Performance Coaching

We strongly believe that to be able to motivate our staff and to encourage their creative abilities, we
need to quit using tired old approaches and to utilize a brand new strategy which gets employees
completely engaged in what they should accomplish to reach their personal objectives, and
ultimately the organisation's strategic goals. Performance Coaching is really a collaborative
procedure in between a coach (typically a manager or supervisor) and an individual employee in
which we talk about the individual's performance and set new objectives as a way to unlock their
possible. The Performance Coaching can be a method to enhance the individual's performance and
studying abilities - notice that we refer to Performance Coaching as a 'process', as it truly is far more
than a standardised routine, Performance Coaching sessions are usually varying and creating.

The number 1 rule of Performance Coaching is 'self-directed' studying, which is the concept of
'teaching individuals the best way to learn'. The coach enables the individual to uncover whatever
self-knowledge they must move forward by supporting, listening and directing their focus toward
the future. In essence, the coach plays the role of facilitator of alter but the individual is then
responsible for enacting the alter.

On this basis, Performance Coaching is totally led the individual - it really is crucial to begin the
meeting using the individual stating what they would like to attain in a particular session or briefly
self-evaluating themselves in the beginning of the session. The direction of the session is set by the
individual and both parties expand on this. If this does not occur, it is quite simple for the individual
to be led by the manager - which defeats the point of Performance Coaching as that would take you
down the 'staff appraisal' route. And nobody desires that.

We at the office of ThinkBuzan conduct typical Performance Coaching sessions with our teams,
which is really a mutually collaborative process in between a coach (generally a manager or a
supervisor) and an individual, in which each the coach along with the individual create a colour
coded Mind Map depicting what they really feel they're doing appropriate (GREENS), anything that
they feel they are not performing or aren't doing appropriately (REDS), after which finally their
development requirements (ORANGE). 'ORANGE's ultimately act as a sort of purgatory, where
previous 'REDS' rest temporarily and hope to turn out to be 'GREEN's.

Prior to the Performance Coaching session, each the coach as well as the individual create a Mind
Map outlining their abilities, employing a standard template like the one shown on the left to
highlight any difficulty places, and any locations which might want improvement along with locations
in which the employee is doing properly or excelling. The idea is that the employer is able to
highlight all aspects of the individual's performance not simply negative places.

The reason that staff appraisals are despised by all is that, quite frankly, nobody likes to be analysed
and scored on their performance. There seems to be no obvious outcome of such a session that
might be interpreted as advantageous to the individual. The beauty of Performance Coaching lies
within the Mind Maps - having the physical Mind Map print-off as a visual aid as well as a prop
enables each the individual and also the coach to depersonalise the procedure and removes several
of the awkwardness of the situation. By armouring the individual with their very own Mind Map,
they're most likely to feel much less vulnerable and less like they've to expose their inner feelings,
and a lot more likely to feel like the procedure is standardised and they're just reading from a sheet.

Now down to the Mind Maps. It really is essential that the both Mind Maps are produced separately
and are not seen by the other party until the session. This is because you want the individual to
create an honest account of how they feel they have performed since their last session, if the
individual sees the coach's map, they'll naturally adapt their Map to suit the requirements of the

The individual's Mind Map

It is usual for the individual's Mind Map to have numerous much more 'RED's than 'GREEN's, this is
normal, as they do not desire to portray themselves as arrogant or over-confident. The necessity of
the green balances the negatives, to ensure that the map isn't too self-depreciative and it also
acknowledges the individual to accept and talk about their positive qualities and achievements,
encouraging self-growth and confidence.

Ideally, the maps could be quite comparable, nevertheless if you will find any significant differences
in between the Mind Maps, this creates an chance for the individual and their coach to talk about
and communicate why they feel differently. The two way conversation also creates a much more
relaxed environment in which each the coach as well as the individual feel relaxed sufficient to talk

The Coach's Mind Map

The coach's Mind Map can typically surprise the individual; the manager might contain 'GREEN's
which the employee may not have. This might be down to modesty or perhaps the individual was
unaware. For instance the green branch might list positive qualities such as punctuality and
professionalism, along with character traits including trust and honesty. As the coach, you are
responsible for developing the individual's self -esteem, so be sure to incorporate a wholesome dose
of the honest qualities which you appreciate within the individual.

When the coach and also the individual have discussed their Mind Maps and talked through any
problems raised, the session concludes as well as the coach then creates a basic Mind Map
combining the agreed content from both their maps. Tony Buzan and Chris Griffiths clarify how from
this scenario the coach and also the individual keep the green branches green and turn the red
branches into amber. "Joint Mind Maps result in consensus rather than confrontation", and they
prevent negative scoring systems or 'tick box' regimes which are self-limiting and counterproductive.
For that reason, it's important not to dwell an excessive amount of on the errors that they might
have produced, let them know that you encourage risk-taking, but they're responsible for the
consequences and it truly is their responsibility to understand from them.

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