{"id":11366,"date":"2017-03-02T03:43:28","date_gmt":"2017-03-02T03:43:28","guid":{"rendered":"http:\/\/compellingleadership.com.au\/?p=11366"},"modified":"2017-03-02T06:06:02","modified_gmt":"2017-03-02T06:06:02","slug":"to-coach-or-to-performance-manage-where-is-the-line","status":"publish","type":"post","link":"https:\/\/compellingleadership.com.au\/?p=11366","title":{"rendered":"To coach or to performance manage: Where is the line?"},"content":{"rendered":"

I recently attended a coaching course in Singapore run by the Center for Creative Leadership<\/a>. It was an intimate group of seven with two facilitators. Amongst the nine there were eight different nationalities; I was the only Australian and the only person from education. The remainder were from the corporate sector, multinationals from China, Indonesia, India and the Netherlands.<\/p>\n

It was\u00a0fascinating to hear stories from the corporate sector in relation to coaching. The pressures to meet key performance indicators (KPIs) by certain deadlines is immense. The frustration on the part of supervisors is palpable. They have a continuous internal conflict going on.\u00a0On the one hand they have a deep empathy and value for people, while on the other hand, they are compelled to reach set targets or risk their own position.<\/p>\n

These supervisors were at the course, like me, to learn how to be more effective coaches. They genuinely want to see their colleagues grow. But when do you cut your losses and shift a person to a performance management process?<\/p>\n

The key is to never allow your decision-making to be compromised by in-justice. People are more important than KPIs. Are the targets realistic? Has the person put in their best effort to meet those targets?<\/p>\n

My expectation is that everyone is growing, including me. This view is not at the expense of accountability. Of course I would be asking why a target isn\u2019t met, or if there\u00a0were extenuating circumstances that impacted the person\u2019s ability to perform.\u00a0But it\u00a0is growth that I\u00a0expect to see, and growth can be accelerated with effective coaching.<\/p>\n

A key role of a leader, and particularly one who is focused on building trust, is coaching.<\/p><\/blockquote>\n

It is when\u00a0a person has been supported, or at least genuinely offered coaching, and you don’t see growth\u00a0that it is time to shift to a performance management process.\u00a0Nothing is more frustrating for\u00a0other staff\u00a0than a team member who refuses to share the load and grow. <\/span>Trust isn\u2019t\u00a0damaged by tackling under-performance head on. Staff look to you to deal with the issues and trust you to treat people fairly and with respect.<\/p>\n

Trustworthy leaders value people and support their growth, but they are also have the wisdom to know when it is time to let a person go.<\/p>\n","protected":false},"excerpt":{"rendered":"

I recently attended a coaching course in Singapore run by the Center for Creative Leadership. It was an intimate group of seven with two facilitators. Amongst the nine there were […]<\/p>\n

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