The performance improvement component is another issue to be addressed within the coaching strategy. The coach’s task is to facilitate or empower subordinates to progress beyond their current stage of performance. It has been recognized that coaching is a day-by-day, hands-on procedure for helping subordinates identify opportunities for strengthening their performances and capabilities.
The coach and the subordinate both must participate in the development of performance improvement goals. These goals must be specific, clear, and measurable. The performance improvement plan should establish what to improve and how to accomplish the assignment. Appropriately, participation in setting goals encourages commitment from subordinates. The application of coaching techniques in the workplace encourages teamwork, improves cooperation, promotes communication, and encourages the generation of new ideas.
The utilization of coaching techniques facilitates the acceptance and implementation of changes introduced by management. Acceptance can only be generated when employees trust management and management in return values employees ‘judgments. Therefore, acceptance will occur when employees and management overcome the mindset of us vs. through the use of coaching strategies. Coaching should help relieve subordinates’ fear of failure, internalized by past experiences.
Organizations in the past have reinforced fear as a motivational tactic. These tactics of threats and continuous negative feedback tend to increase caution and promote devious strategies by subordinates. Managers should appreciate that subordinates are now experiencing stress from the endless changes occurring in the workplace and should not consider fear an amiable management strategy. Coach’s help subordinates overcome past experiences in which mistakes were punished and achievements not recognized. Creative problem solving and performance improvement through managerial coaching should become standard procedure.
The business should duplicate the coaching approaches employed in either golf or tennis. For example, when athletes repeat mistakes and manifest no indication of improving performance, a coach is retained. The coach’s assignment is to facilitate improvements by suggesting possibilities for correcting mistakes and/or improving performance. Accordingly, professional assistance is required when workplace performances need improving. Assistance for performance improvement typically comes from competent managers who are coaches.
The competent coaches/managers can accomplish desired results without the usual increase in subordinate apprehension. Successful utilization of the coaching techniques should give subordinates an effective method for communicating with others in an organization. Employing coaching strategies within organizations provides employees with a potential to identify and communicate possibilities for performance improvement and problem solving.
Possibilities which were not identifiable in the past using the conventional management method of directing employees. These possibilities may then be developed by both the manager and the subordinate empowering creative innovation in performance improvement and revitalizing commitment to accomplish work.