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Coaching for Performance—Without Command and Control Tactics

Anita Schamber and Chris Ihrig | posted 11/02/2007
This article provided by the Engstrom Institute

When World Vision designed a coaching model for use with their staff around the globe, we knew it had to be different. That's because the traditional idea of performance management was like it is in many organizations: "If you're lucky, we'll see you once a year and tell you what you're doing wrong."

As a starting point, we needed to look back at Scripture and see what Jesus' thinking and actions were toward the 12 in whom He invested. At the same time, other verses about not conforming to ways of this world seemed appropriate: "How can we renew our minds? In what ways can we think differently about people and about the way we do our work so that excellence is a result and outcome?"

The result was the development of a coaching model that would be valuable to other organizations that may be "stuck" in a traditional mode of performance management.

Relationship is Key

In the coaching model that emerged, the relationship between the manager and the staff member is most important. This relationship of understanding is what brings out the potential and enhances performance. In coaching, we build that relationship and we look at where the person is. What is their potential? What are their strengths? How can we take them to greater heights? How can we unlock any of the things that are keeping them in the place they are?

So rather than telling them what we're going to do, we evoke from them some information about themselves: "What are your skills? What are your dreams?" Because we are dealing with the whole person, we inevitably see transformation in other aspects of their lives.

As each manager begins to develop a coaching mindset and HR comes along and supports this coaching process, you begin to see a culture change characterized by ownership and accountability for one's work. That's the ultimate goal.

Coaching is about the Other Person

Coaching really is not as much about what you want; it's about the other person. What are their work goals? What are their development goals? How do they learn? What will help them grow? We're not there to teach them how to do their job, but to help them learn to do it better. Among the tools our coaches use are:

• Active listening
• Asking great questions to draw the person out and help them find their own answers
• Encouraging them to follow the plans that they put together

What we're really asking managers to do is to think about how they look at the other person, and how they can be transformed completely. If you have a good, trusting relationship, work with the employee on their performance. Serve them as a role model; then they should be growing spiritually, emotionally, and in well-being in terms of work.