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Getting High Performance from the Middle 80%
Even if you havent reached official management status, youve probably had the opportunity to take the lead and be in charge of othersmanaging a project or serving as team leader. Looking back, did you nd yourself investing 80% of your time with just 20% of the people you were leading? Did you nd yourself immersed in micromanaging the bottom 10%your problem childrenwhile spending the rest of your time catering to the needs (and whims) of the 10% who were your star performers? Its tempting to give all of your attention to people at the top and the bottom of your team: But dont do it. Your successand the success of your company depend on developing and motivating the other 80%. You need a tool that helps you efficiently engage the middle 80helping them develop their skills while improving team performance... Coaching is that tool. done at any time and doesnt require a manager/ subordinate relationship to be effective. In a coaching relationship, both parties decide if the relationship should continue. Coaching focuses on developing, not xing, the person being coachedcreating individuals with improved skills who can contribute more effectively in a team environment and on their own. Coaching is much more than just an informal conversation with another staff member. It depends on clear expectations that are communicated well and supported with timely oversight. Regardless of whether youre a manager coaching a new employee or team member coaching a peer, formalizing some of the coaching process is useful. When goals and expectations are clearly dened, employees in the middle 80 are given the tools to perform above their previous potential.
Jean Corson
CorsonWolff Consulting In this months Management Insights, Jean Corson discusses how to get high performance from the Middle 80%. Its tempting to give all of your attention to the people at the top and the bottom of your team. Dont do it! Use a tool that helps you efficiently engage the middle 80...coaching is that tool.
Learning Tree
Edition 001
Management Insights
Implementing Coaching
Before effective coaching can take place, a Coaching Development Plan must be established that you and the person youre coaching co-create. The key term in the previous sentence is co-create. Rather than you writing a plan, both of you need to jointly identify a set of goals and activities. Co-creation ensures that both parties will be invested in the plans success (think about how dedicated youve been to anything that youve helped create). Co-creation also moves you away from the boss/ employee relationship and towards the peer-to-peer relationship of coaching.