 Observing and measuring performance - Keys to
effective leadership coaching
By Bob ‘Idea Man’ Hooey
If you are truly dedicated to helping those you lead or
supervise to improve their performance and productivity – it helps
to actually watch them in action. Professional coaches in
the athletic arena use on-site observation and film replays. This
allows them to isolate and work on specific areas, techniques, or
skills
In the business world these ‘instant replays’ can, at
times, be filtered or edited by the people reporting them to the
coach/leader/manager. It is difficult to know how well others are
doing without actually observing or tracking their
performance. Better systems and better information can lead to a
better result and better coaching.
Over the years, one of my bigger challenges, as a leader and
manager, was to work with those I supervised to help train them to
be more productive on the job. Like many others, I’ve had a fair
amount of challenge as a small business owner and as a manager for
larger firms in helping my employees succeed.
Long before coaching became a ‘buzz’ word, I found myself using
some of these techniques in coaching my staff, in helping them set
goals for learning, and in moving their skillsets up the ladder so
they could be promoted. In the early 1970’s I was hired to open a
Big Boy’s franchise in Edmonton Center. A year or so later, I was
asked to go to Calgary and assist the franchiser there in
re-energizing his staff. Upon my departure my two assistants were
promoted: one to take over my store and the second one to take over
a store on the east side of the city. Their skills had been honed
and they now had their chance to shine and succeed. I had a similar
experience as part of the management team to open the first two
Home Depots in BC. Several of my staff were tapped to move up into
management as new stores came on line. Coaching as part of the
training and motivational process works very well.
It works well in the association market in the management of
volunteers too. I could tell you many success stories of boards and
those who serve on them who responded well to coaching techniques.
One example was during my extended term as President of
the Vancouver Chapter of the Canadian Association of Professional
Speakers (1999 & 2000.) I was moved into the presidency early
due to an un-expected resignation. We had a serious challenge with a
dangerously low bank balance, low membership, and low energy in our
meetings. It took recruiting and coaching a motivated team to make
it happen and to reverse the process. It took a focused
coach to call the plays, help set the goals, and continue helping
our volunteer leaders grow to take on their respective roles and to
serve our membership.
Did it work? You bet it did! At the end of my 18 month
term, we had tripled our membership, had a healthy bank account, a
reasonable budget for the next year, a 2-year succession of leaders
(both succeeding presidents did an awesome job), a healthy,
fully active board, the next year’s meetings already booked and a
very relieved Immediate Past President (me)! Yes, Coaching works in
creating a winning team.
I’ve been able to bring these coaching skills into play while
working with executives and professionals who want to enhance their
leadership or sales skills and/or desire to become more effective in
their presentation skills. They in turn have leveraged these skills
to help their teams.
Successful leaders and managers (coaches) look at both the
results and the process to find areas where they can assist their
employee’s fine tune or tweak their skills for enhanced performance
and productivity.
Performance observation and measurements must be done on a
regular, recurring basis to offer ongoing validity in your coaching
efforts. A little feedback and instruction close to the activity is
the most effective. Performance reviews, as done in most businesses
once or twice a year, are not effective and can at times actually be
counterproductive.
Learning how to observe your employees without making them feel
intimidated or uncomfortable is a skill you’ll need to acquire as
you evolve your coaching expertise.
Coaches Donna Berry, Charles Cadwell and Joe Fehrman suggest
these tips for observation. I include them here for you to use as
you plan your focused coaching efforts.
How to Observe
· Observe process used
· Observe end result
· Explain why you are observing (to help them improve!)
· Don’t interrupt work flow
· Ask questions to verify your understanding
· Watch operation several times
· Make notes for discussion
· Compare observations with any written (or ‘normal’) procedures
· Observe other employees for comparison purposes
· Be aware of your influence on the volunteer or employee’s
performance (remember how you felt when someone was watching you do
something and take that into account)
Helping your team or staff grow will require work on your part to
observe their performance, design systems to help measure their
performance and to allow you to give them the positive, helpful
feedback they need.
It is hard work! But, your investment in their growth will
pay dividends in the future; dividends in increased performance,
improved morale and team building, and enhanced productivity.
© 2007 Bob 'Idea Man' Hooey www.LeadersEdge.biz
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