Management Fundamentals 7th Edition by Robert N. Lussier

Exercise 58

Objective

To develop your skill at improving performance through

coaching.

Skills

The primary skills developed through this exercise are:

1. Management skill – interpersonal

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2. AACSB competency – communication

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3. Management function – controlling

Procedure 1 (2–4 minutes)

Break into groups of three. Make some groups of two, if necessary. Each member selects one of the following three situations in which to be the manager and a different one in which to be the employee. In each situation, the employee knows the standing plans; he or she is not motivated to follow them. You will take turns coaching and being coached.

Three Problem Employee Situations

1. Employee 1 is a clerical worker. The person uses files, as do the other ten employees in the department. The employees all know that they are supposed to return the files when they are finished so that others can find them when they need them. Employees should have only one file out at a time. The supervisor notices that Employee 1 has five files on the desk, and another employee is looking for one of them. The supervisor thinks that Employee 1 will complain about the heavy workload as an excuse for having more than one file out at a time.

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2. Employee 2 is a server in an ice-cream shop. The employee knows that the tables should be cleaned up quickly after customers leave so that new customers do not have to sit at dirty tables. It’s a busy night. The supervisor finds dirty dishes on two of this employee’s occupied tables. Employee 2 is socializing with some friends at one of the tables. Employees are supposed to be friendly; Employee 2 will probably use this as an excuse for the dirty tables.

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3. Employee 3 is an auto technician. All employees at the garage where this person works know that they are supposed to put a paper mat on the floor of each car so that the carpets don’t get dirty. When the service supervisor got into a car Employee 3 repaired, the car did not have a mat and there was grease on the carpet. Employee 3 does excellent work and will probably make reference to this fact when coached.

Procedure 2 (3–7 minutes)

Prepare for coaching to improve performance. Below, each group member writes an outline of what he or she will say when coaching Employee 1, 2, or 3, following the steps below:

1. Describe current performance.

_________________________________________________________

_________________________________________________________

2. Describe desired performance. (Don’t forget to have the employee state why it is important.)

_________________________________________________________

_________________________________________________________

3. Get a commitment to the change.

_________________________________________________________

_________________________________________________________

4. Follow up.

_________________________________________________________

_________________________________________________________

Procedure 3 (5–8 minutes)

Role-Playing. The manager of Employee 1, the clerical worker, coaches him or her as planned. (Use the actual name of the group member playing Employee 1.) Talk— do not read your written plan. Employee 1, put yourself in the worker’s position. You work hard; there is a lot of pressure to work fast. It’s easier when you have more than one file. Refer to the workload while being coached. Both the manager and the employee will have to ad lib. The person not playing a role is the observer. He or she makes notes on the observer form below. Try to make positive comments and point out areas for improvement. Give the manager alternative suggestions about what he or she could have said to improve the coaching session.

Observer Form

1. How well did the manager describe current behavior?

_________________________________________________________

_________________________________________________________

2. How well did the manager describe desired behavior? Did the employee state why the behavior is important?

_________________________________________________________

_________________________________________________________

3. How successful was the manager at getting a commitment to the change? Do you think the employee will change?

_________________________________________________________

_________________________________________________________

4. How well did the manager describe how he or she was going to follow up to ensure that the employee performed the desired behavior?

_________________________________________________________

_________________________________________________________

Feedback. The observer leads a discussion of how well the manager coached the employee. (This should be a discussion, not a lecture.) Focus on what the manager did well and how the manager could improve. The employee should also give feedback on how he or she felt and what might have been more effective in getting him or her to change. Do not go on to the next interview until you are told to do so. If you finish early, wait for the others to finish.

Procedure 4 (5–8 minutes)

Same as procedure 3, but change roles so that Employee 2, the server, is coached. Employee 2 should make a comment about the importance of talking to customers to make them feel welcome. The job is not much fun if you can’t talk to your friends.

Procedure 5 (5–8 minutes)

Same as procedure 3, but change roles so that Employee 3, the auto technician, is coached. Employee 3 should comment on the excellent work he or she does.

Apply It

What did I learn from this experience? How will I use this knowledge in the future?

_________________________________________________________

_________________________________________________________

Step 1 of 17

1. Employee 1: I know you are a very hardworking employee but you have to complete the files as soon as possible so that it doesn’t create a bundle like currently you have five files in your desk.

Employee 2: I know it is a very busy night but you are supposed to clean up the tables as soon as possible. I also appreciate your socializing.

Employee 3: I know you always do excellent work but in this car there is no mat on the floor due to which there is grease on the floor.