Using a coaching approach to inspire better performance - 6 useful tips

Why so many leaders try to delegate performance management

Ask any manager what they dislike most; they say it is having difficult conversations with team members who aren't achieving results. Managers freely admit that dealing with poor performance is a big weakness and that it can strike dread into their week. Every day, experienced and otherwise resolute people avoid addressing concerns with their colleagues. Strong leadership is not being shown where it is most needed.

Why do excellent managers run scared when faced with poor performance in their teams? What is it about this aspect of management that brings so much discomfort? I have listened to so many stories from managers who say they have tried everything to motivate their staff. I have heard leaders' angst when their respected colleagues fall short of expectations. This article explores how adopting a coaching approach to address performance issues can build lasting bonds with others whilst also getting results.

Re-think "Poor Performance"

When people fail to perform they can be viewed as intentionally divisive, recalcitrant or even as dead wood. Once a negative opinion of someone's ability has been formed it builds momentum and is almost impossible to shift.

Although there may be individual circumstances affecting performance, challenges will almost certainly have roots in a more complex history of events, team dynamics and can be an indication of longer standing leadership failure. Poor performance is a warning signal of something important being amiss, a symptom of the wider picture. A person will not begin underperforming by choice and will undoubtedly be extremely unhappy.

Rather than thinking "poor performance" if managers were to think "leadership opportunity and responsibility" the whole landscape can shift. Effective performance management calls for less individual blame and an increase of personal responsibility in leaders, within and beyond the team.

1) Step back - in order to move forward faster.

Addressing performance starts with personal reflection, taking a little time out to sift through the issues at hand. Although it can be frustrating for busy people to pause, it will save time in the long run. Reflection will offer clarity and create a better starting point for addressing performance. Ask yourself:

What are my assumptions about this particular team member?

What might I have been doing to contribute to this situation? What am I missing?

What are the wider pressures that may be influencing this situation? How might these current concerns be a part of a larger pattern of trouble in this business?

2) Put a sock in the mouth - Stop motivating and start listening!

Managers tell me they "talk to" underperformers, but it hasn't helped. No amount of talking, cajoling, veiled coercion or outright threats will motivate someone to start performing again. It can spiral behaviour downwards. Motivation and performance is an inside job. It is a leadership fairy tale is that managers can influence motivation to any great extent.

Building in uninterrupted time with a person offers a chance for connection outside of daily to-do lists. This isn't about YOU talking but about listening. This means real listening, giving time for the other to answer. It means gently prompting, rather than interrogating. Allow gaps and silences between sentences. Encourage them further by saying, "tell me more?" and "what else?" Stop waiting for the end of their next sentence to put in your own opinion. It is amazing what you can find out if you are able to hold back on the interruptions.

3) Put your colleague in the drivers seat

Strong leaders are used to initiating and controlling situations. Other people rely on it! But try being less dominant when talking to someone having difficulties. Be open to how your colleague may want to run things. Ask them what they need and what they would like to see happening next? Explore what would make the biggest difference to them at work. Let your colleague know you are unsure of how to best support them and that you need their help.

Invite push back and encourage critique of the current state of play more widely in the organisation. Receive this information non-defensively and offer thanks for the honesty. Take time to really think through any comments. There can be real gold in the off hand comments of frustrated colleagues.

Encourage your colleague to seek out an impartial mentor beyond you and the dynamics of the immediate team. Don't expect feedback from the mentor and trust the process. Any clarity achieved will serve your and the organisation's goals.

4) Be real and specific

Share your current challenges and feelings as honestly as possible. Describe the impact of your colleague's current behaviour on you. Rather than showing weakness, real honesty creates connection and might prompt a more genuine conversation. Be as specific as possible about the help you require. Too often I hear vague, woolly accusations of co-workers. The more explicit you can be the more chance of both people getting some insights.

5) Break the exit taboo and support "powerful departures"

I have tried all of that and it doesn't work! Sometimes even the most reflective leader cant influence someone who has nonaligned goals or become seriously disenfranchised. When things have deteriorated beyond the scope of these approaches, it might be time for breaking the silence about a possible exit.

A colleague may hesitate raising an intention to depart for fear of your reaction or further alienation but they may just need help to know how and when to leave. Demonstrate your respect and commitment even if they are considering a goodbye. Help them to create a powerful exit with steps and support along the way. This can preserve dignity and reputation, as well as that of the organisation. Preparing for a positive departure will enable the transition and help the rest of the team to quickly address next steps.

6) Agree a time frame and keep the heat on

It is easy to let a difficult situation slide and to allow other priorities to take over. It is your responsibility to keep an eye on time frames and not to let the issues fall off the table again. Everyone involved needs the certainty of a timely resolution. Make sure you stay in regular contact, keep your scheduled meetings and hold yourself accountable for following up.

A so-called underperforming colleague can be a catalyst for powerful leadership actions. I have seen managers fight their tendency for avoidance and take their teams through some amazing changes. It is never as simple as one "bad egg". Leaders who adopt a coaching mindset and learn coaching skills of listening and facilitation can carve out strong relationships and keep their group moving where it needs to go.