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One on One Coaching for Development and Performance
Overview:
According to Peter Senge, guru of the Learning Organization Model, people are the greatest asset of an organization. Competitors can steal ideas, products and services but cannot steal the intellectual capital an organization has developed through a myriad of individual and group learning experience and opportunities. It behooves an organization to develop people to fulfill their potential. Often, what is needed to enhance individual learning is an individual development plan. This is a plan documenting opportunities for enhancing individual skills and competencies such that personal development is aligned with organization strategy and goals.
Often individuals have the required technical skill level for a job. Unfortunately, skills around leading, communicating and interacting with others may reduce their effectiveness when working through people. Organizations often place a high value on these individuals' skills and ignore the interpersonal havoc they create around them. Experts say with regard to developing people, "You pay now or you pay later." Clearly, the organizational pays when "leaders" shy away from working with, and effectively supporting, those individuals who they perceive in a negative light. The cost to the organization over time is astronomical.
The Coaching for Performance and Development Process:
The coaching for performance and development process focuses on pinpointing individual development needs, creating an individual development plan and providing one one one coaching in specific skill areas to enhance performance. In addition, a process for holding the individual accountable is clearly outlined and implemented.
Partners for Performance provides the structure and guides the individual through the coaching process. We work in concert with the person to be coached, and his/her manager, to create an individual development or performance improvement plan to achieve specific results.
Objectives:
Identify and address individual development opportunities
Improve personal competency and effectiveness
Assist the organization in realizing strategic and financial goals
Coaching Model:
1. Pre-Coaching Assessment
During the Pre-Coaching Assessment phase, a situational assessment interview process is used to guide initial discussions. Feedback is solicited regarding the specific behavior and/or skill deficits that led to the coaching intervention. The person being coached is encouraged to discuss expectations for the coaching process and specific developmental needs with his/her manager.
2. Coaching Sessions with Practice Follow-up
Initial coaching session(s) are dedicated to soliciting feedback regarding performance or developmental needs. Instruments such as the DiSC Behavioral Profile and 360 Assessment are used to gather development feedback from the individual being coached and various target groups.
Feedback from all sources is analyzed and an individual development plan is created. This plan addresses job related and interpersonal skill deficits. The plan is critical as it provides a course of action that is supported by both the manager and the person being coached. It serves as the "roadmap" for the coaching process.
Once the development plan is close to completion and validated with the manager, future coaching sessions are carefully designed to enhance those individual competencies addressed in the individual development plan. An assignment is given at the end of each session to support the need to practice new skills. Periodically, the person being coached is asked to solicit feedback from his/her manager and peers.
The number and length of coaching sessions is determined once the individual development plan is created and the needs of the organization are identified.
3. Post-Coaching "Success" Assessment
When the development plan is close to completion, We works with the manager and person being coached, to determine the level of success realized throughout the process. This evaluation is critical since it creates an opportunity to document and celebrate success.
Personal development is a process. It is not a series of events that end at some point. New development opportunities, and related plans for action, should be defined once the initial development plan is completed. The learning organization is one that encourages people to continually learn and grow.