A good performance management system has three components; Performance Planning—where goals are set; Day-to-Day Coaching—where managers provide direction and support as needed; and Performance Evaluation—which most of us know as the “annual review.”
Of these three components, which one do you think is short-changed the most in organizations? It’s day-to-day coaching.
I asked Linda Miller, Global Liaison for Coaching at The Ken Blanchard Companies about this as part of an interview on coaching skills for managers. My question for Linda was, “Given the benefits that day-to-day coaching can bring to performance, why don’t more managers use coach-like behaviors?”
Linda shared that the reason she heard most often from managers was lack of time and competing priorities.
That’s the rub for most working managers. How do you build in time to help others, while still making sure you get your own tasks done? And how does it fit in with your other priorities? I know in my own case, if I do not have something listed as a key responsibility area (KRA), it becomes something that I get to only if I have extra time.
What’s your experience with this? As a manager, is providing direction and support to others on your list of key responsibilities? Should it be? I’m looking into that now—is it a good idea?