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.

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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.

The second solution is observing the body and facial movements. This technique is mostly applied in social conflict situations. Physiology and psychology researchers have shown the association between anxiety portrayed by an individual when lying and the organic response difficult to change or control, such as; sweating, blood pressure, dilated pupils, and changing body temperature (National Research Council, 2003). However, this technique faces the challenge of wrongly accusing individuals who suffer from communication difficulties as they portray similar signs. Also, these body changes are similar to a sick person, one under medication or stress.

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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