Chapter 9 Performance Management Leadership
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Overview
Coaching
Coaching Styles
Coaching Process
Coaching, Development, and Performance Review Meetings
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Coaching: Definition
Collaborative ongoing process in which the manager interacts with his or her direct reports and takes an active role and interest in their performance
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Coaching: Definition
Involves:
Directing employee behavior
Motivating employee behavior
Rewarding employee behavior
Concerned with long-term performance
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Successful Coaching
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Actionable Functions, and Specific Behaviors of Coaching
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Coaching Styles
More assertive | Less assertive | |
Task and fact oriented | Driver | Analyzer |
People oriented | Persuader | Amiable |
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Adaptive Coaches Use All Styles According to Employee Needs
Sometimes providing direction
Sometimes persuading
Sometimes showing empathy
Sometimes paying close attention to rules and established procedures
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Coaching Process
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Establishing a Coaching Culture
What are the benefits for performance management of developing a coaching culture?
What is the difference between criticizing employee performance and coaching?
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Coaching Culture
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Company Spotlight
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Becton, Dickinson, and Company values a coaching culture as an integral part of a performance management by managers
Three key steps:
Corporate leaders model coaching as a way to improve performance
Leaders at all levels are coached, and expected to coach the development of others
Coaching and development is one of the key responsibilities and deliverables for all leaders
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Coaching Process: Steps Covered in Chapter 8
Set developmental goals
Identify developmental activities and needed resources to implement developmental goals
Implement developmental activities
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Coaching Process: Overview of Remaining Steps
Observe and document developmental behavior and results
Give feedback
Praise
Negative feedback
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Observe and Document Developmental Behavior and Results
Constraints:
Time
Situation
Activity
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Company Spotlight
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Hallmark is using training to help managers become performance management leaders
Used self-assessment, small group role-playing, and viewing video clips
Focused on gaining the trust of employees as well as their involvement and ownership in business outcomes
Follow-up resources were made available for managers to continue to improve their leadership competency
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Reasons to Document Performance
Minimize cognitive load
Create trust
Plan for the future
Provide legal protection
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Best-Practices for Documentation
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Giving Feedback
Main purposes:
Help build confidence
Develop competence
Enhances engagement
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To Be Effective, Feedback Should Be…
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Guidelines for Giving Praise
Be sincere—only give praise when it is deserved
Give praise about specific behaviors or results
Take your time
Be comfortable with act of praising
Emphasize the positive
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Giving Constructive Feedback
Managers often avoid giving negative feedback because they:
Anticipate negative reactions and consequences
Have had negative experiences in the past
Dislike of playing “God”
Like having irrefutable and conclusive evidence
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Constructive Feedback Is Most Useful When It…
Identifies warning signs and performance problem is still manageable
Clarifies unwanted behaviors and consequences
Focuses on behaviors that can be changed
Comes from a credible source
Is supported by hard data
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Generational Differences Regarding Feedback
Younger individuals think of time as open-ended
Have work goals that are future-oriented: knowledge acquisition, career planning, and the development of ability and skills
Older individuals think of time as limited
Have work goals that are present-oriented: regulating their emotions to be positive and the pursuit of positive social relationships at work
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Giving Feedback to Different Generations
Think of feedback you have received or given. How might that message be adapted for different generations?
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Generational Differences Regarding Feedback
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Individual Differences Regarding Feedback
Feedback-Seeking Behavior
Extent to which they proactively ask peers, supervisors, and others for feedback, and also, in the extent to which they proactively monitor their own performance themselves
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Disciplinary Process and Termination
Formal disciplinary process involves
Verbal warning
Written warning
... which may lead to termination
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Disciplinary Process and Termination (continued)
Optional step prior to formal disciplinary process:
Decision-making leave
A decision-making leave is a “day of contemplation” that is paid and allows the employee to stay home and decide whether working in this organization is what he or she really wants to do.
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Acceptance of poor performance
Suggestion: Do not ignore the problem, address it immediately
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Disciplinary Process and Termination: Pitfall #1
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Failure to get the message through
Suggestion: Be specific about the performance problem and the consequences of not addressing it effectively
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Disciplinary Process and Termination: Pitfall #2
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Performance standards are “unrealistic” or “unfair”
Suggestion: Remind employees of the fairness of the performance standard and provide documentation of the poor performance
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Disciplinary Process and Termination: Pitfall #3
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Negative affective reactions
Suggestion: Do not let emotional reactions derail you from your missions of describing the nature of the problem, what needs to be done, and the consequences of not doing so
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Disciplinary Process and Termination: Pitfall #4
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Failure to consult Human Resources
Suggestion: Consult with Human Resources regarding legal requirement prior to termination
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Disciplinary Process and Termination: Pitfall #5
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Disciplinary Process and Termination: Meeting
Suggestions for termination meeting:
Be respectful
Get right to the point
Let the employee grieve
Wish the employee well
Send the employee to HR
Have the employee leave immediately
Have the termination meeting at the end of the day
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Supervisory Roles in Managing Performance
Judge
Evaluate performance
Allocate rewards
Coach
Help employee solve performance problems
Identify performance weaknesses
Design developmental plans
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Performance Review Formal Meetings
Possible types of formal meetings:
System Inauguration
Self-Appraisal
Classical Performance Review
Merit/Salary Review
Developmental Plan
Objective Setting
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Steps to Take Before Meeting
Give at least two weeks notice
Block sufficient time
Arrange to meet in a private location without interruptions
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Merged Performance Review Meeting Components
Explanation of meeting purpose
Employee self-appraisal
Supervisor and employee share rating and rationale
Developmental discussion
Employee summary
Rewards discussion
Schedule follow-up meeting
Approval and appeals process discussion
Final recap
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Possible Defensive Behaviors of Employees
Fight response
Blaming others
Staring at supervisor
Raising voice
Other aggressive responses
Flight response
Looking/turning away
Speaking softly
Continually changing the subject
Quickly agreeing without basis
Other passive responses
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Prevent/Reduce Defensive Behaviors
Establish and maintain rapport
Be empathetic
Be open-minded
Observe verbal and nonverbal cues
Minimize threats
Encourage participation
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When Defensiveness Is Unavoidable
Recognize it
Allow its expression
Accept employee’s feelings
Ask for additional information and clarification (if appropriate)
If situation becomes intolerable:
Reschedule the meeting for a later time
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Coaching “Difficult” Employees
Why might employees become defensive during performance review meetings?
What are pitfalls to avoid when dealing with defensive employees?
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Overcoming Defensiveness
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Quick Review
Coaching
Coaching Styles
Coaching Process
Coaching, Development, and Performance Review Meetings
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All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.
Copyright © 2019 Chicago Business Press
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4
Lie Detection Solutions
Students Name
Institution Affiliation
Date
Consistently, research shows that the ability of people to detect lies cannot be considered accurate anymore. The need to accurately detect a lie is critical in identifying criminal offenses and to avoid detaining suspects who are innocent. Various solutions can be put into practice to solve the problem underlying effective techniques for lie detection.
Adopting autonomic indicators is a great solution when dealing with lie detection (National Research Council, 2003). The application of the polygraph technique in psychophysiological detection analyzes while signaling body changes that normally cannot be detected through human observation. One of the advantages of using the polygraph technique is being able to identify criminals easy, as the tools are used in “scaring people straight” thats considered espionage. However, this technique is vulnerable to both psychological and physical countermeasures while suffering from significant errors.
Society today faces significant challenges in social inequality, education, environmental pollution, and health. This has led to an increased number of people not telling the truth to get away with criminal activity or benefit themselves socially. Organizations should stimulate the processes of transformation to the well-being of society by creating positive social changes in individuals. The polygraph techniques are more accurate in lie detection compared to facial and body movement techniques. However, further research should be conducted to develop measures that will improve the lie detection techniques and come up with more accurate methods.
Reference
National Research Council (2003). The Polygraph and Lie Detection. Washington DC: The National Academies Press. Doi: 10.17226/10420.

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