Page 177 - Great Communication Secrets of Great Leaders

Ch10_Baldoni_141496-7 5/22/03 12:48 PM Page 155
COACHING—ONE-TO-ONE LEADERSHIP COMMUNICATION
CHAPTER 10
2.
team or department’s performance.
Relate team or departmental goals and objectives.

Link the individual’s performance to those goals.

Gain agreement on performance

Commit to deadlines.

Teach always. Find out the individual’s professional interests.
3. Set expectations. Align the individual’s performance with the 155
What do you want to learn more about?
What can I teach you about our business?
4. Problem-solve. Uncover problems that may be hindering the
person’s performance.
Is there anyone (or anything) standing in the way of your
achieving your objectives? Explain.
What do you need in the way of assistance from me to
solve your problem?
5. Serve to motivate. Create condition in which the individual
can motivate him- or herself.
Demonstrate how the individual’s performance con-

tributes to the whole organization.
Provide incentives for achievement: first choice on
projects, opportunity for promotion, opportunity for
bonus, etc.
6. Deliver discipline. Follow through on the consequences of
deficiencies in performance.
Discover why performance is deficient.
Impose the discipline. Follow through on corrective
measures.
Gain agreement on improved performance. Insist on a
deadline.
7. Recognize achievement. Find ways to acknowledge good
performance.
Deliver on promises by providing agreed-upon rewards:
choice of projects, promotion, bonuses, etc.
Acknowledge performance to higher-ups and peers.
8. Be a mentor. Be available to provide assistance over time.
How are you doing at work?
Do you have any frustrations that I should know about?
What can I do to help to achieve your long-term goals?