Performance reviews matter, but they’re only a small part of how your team members improve because they may happen so infrequently. Most growth happens in the day-to-day moments, like when you take a few minutes to talk something through.
In a post on the 15Five blog, writer Genevieve Michaels says performance coaching is all about building a 1-on-1 relationship between employees and leaders so they feel supported as they grow. She says it takes a skillful approach and relies heavily on effective communication, active listening and a growth mindset.
Performance coaching also requires some mindfulness in order to avoid potential issues. We explain Michael’s tips on what to avoid in this issue of PromoPro Daily.
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Treating coaching as corrective. Performance coaching involves holding employees accountable for their mistakes and growing beyond them, whether they’re having trouble with meeting deadlines or learning how to communicate more effectively. However, that’s not all it should be for. Michaels says positive development and encouragement are essential to performance coaching, for both the top and low performers on your team.
Tolerating inconsistent manager participation. Managers are the front line for your performance coaching efforts. This is why their continuing commitment needs to represent your company’s strategy.
Over-reliance on performance reviews. Performance reviews are an important tool for performance coaching, but Michaels they’re too infrequent to form the backbone of your strategy.
Lack of follow-through. According to Micahels, this is one of the dangers of building a performance coaching strategy that doesn’t scale. Ensure that your strategy is not only scalable but achievable with the resources at your disposal.
Ignoring manager enablement. Performance coaching is mostly about supporting employees in their growth, but manager enablement is key to that actually happening. Michaels says that plans that don’t include this enablement are bound to lack follow-through.
Performance coaching isn’t something you roll out once and call it a day. It’s not a one-time training or a quick initiative. It’s an ongoing system that helps people build their skills and feel more connected to the work they’re doing.
However, for it to actually work, it has to be part of your culture. Leaders have to buy in, and it should fit naturally into everyday work, not feel like extra. When people are growing and supported, it shows up in real ways, like stronger performance and results that move your team forward.
Compiled by Audrey Sellers
Source: Genevieve Michaels contributes to the 15Five blog, among others.
