Posts Tagged ‘performance management’
‘And then she burst into tears!’
Monday, February 4th, 2013
The Director was describing his recent experience of being an In House coach at his high tech, world competitive company. An intelligent and empathic man, he had been unable to manage the encounter according to the training materials and course, and his own expectations. The experience had been really difficult. He was embarrassed for himself and his trainee.
What about the trainee? How did this emotional experience affect her sense of professional competence, in this knowledge based, rather logical organisation? Was it associated with feelings of shame? Had it made Learning and Development more obviously a risky activity? What had been touched that this coping strategy from her personal life had asserted itself in the coaching session?
The attraction of an ‘In House’ coaching programme is evident. Surely it should help spread that sector specific knowledge that makes the difference in today’s competitive markets? It should be more productive than hiring external coaches, who will not understand the business as well as your own managers? However, this case shows some of the unanticipated difficulties and it seems unlikely that the pilot will be extended. Coaching is not training. It is a powerful learning tool which engages a trainees experience and emotions. This, and its one to one nature which necessarily also involves the emotional responses of the coach, make it complex. With jobs and promotions on the line, feelings and expectations which are often not overtly expressed or even acknowledged will be in play. However bright and concerned the individuals chosen to deliver In House coaching, they need more than a short course and a reference manual to be able to do so. Without appropriate development and continuing support it is highly likely to go wrong.
Sometimes it is better to hire the expert. Talk to us today!
Managing Turbulence
Monday, October 1st, 2012
The event feedback alerted me to the issue, particularly the comment that the participant would have liked more discussion about the emotions of the management dilemma being discussed. However, the individual had enjoyed the discussion as it had been ‘an ideas session’ which ‘had played to my strengths’. S/he also commented that there had only been 3 contributors to the discussion.
This report did not tally with my recollection of the event. The video tape, (oh, the joys of psychological practices!), showed that much of the discussion had been about staff emotions and that all 5 people in the room had participated.
What was going on? What we see and understand is filtered by our life experience and knowledge. We would, for example, anticipate that an expert would see more in a particular conversation than a novice. But this was an intelligent senior manager with years of experience. Could this filter have been a blind spot? Blind spots serve a protective purpose in maintaining the status quo – particularly an individual’s world view and sense of self. In change and turbulence a blind spot is more likely to come into play when the individual’s working world has changed and with it the ‘rules’ of winning. This impacts both personal identity and professional life – the more senior the individual, the greater the risks associated with the change.
For the individual in this situation confusion, anxiety and frustration are the order of the day, which may just encourage a more determined repetition of the inappropriate behaviour. Added management pressure to deliver the numbers merely ramps up the pressure and anxiety. In this very common situation, when dealing with an otherwise high functioning and valued employee, the management challenge is to help the individual recognise and stop this reactive and destructive cycle, and then to address those blind spots effectively (and acceptably). All this must be done whilst keeping the manager functioning. What will your organisation achieve when managers perform without being fettered?
Talk to us today to ensure your senior staff are able to deliver even in turbulence.
When do you have time to think? Agility vs Uncertainty
Friday, March 23rd, 2012
Reflective Space at the IQEQNetwork May 15th (8.30-10.30am, City of London).
Agility and Engagement vs. Uncertainty and Unknowing. Turbulence creates uncertainty and unknowing: inspiring, engaging and supporting managers as they fight to keep the business on track.
IQEQNetwork inspires, engages and supports senior professionals responsible for staff and manager performance (COO, HRDs and others). We encourage a range of sector participation – from ‘extreme’ not for profits through ‘new’ technology sectors to more established organisations. The relaxed format, developed over the five years the network has been established, is valued by participants. It allows the sharing of diverse opinions and experiences amongst senior peers, rather than the usual undifferentiated crowd. The output is published via various web platforms to ensure the learning from the meeting is not lost to the demands of work and life pressures. The network will prove a valuable use of your time. A working group, there is no ‘talking at’ or ‘selling to’. The network operates under a set of house rules for confidentiality, and is facilitated to provide an enjoyable meeting with a productive outcome. N.B: Whilst members sponsor us meetings are free – terms and conditions apply. Numbers are limited. Booking closes a week before each event. More information on event(at)iqeqnetwork.com