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Let’s say you are the coach as a corrector. Describe the approach you would use to correct your employee’s behavior and/or performance. Use course material and outside sources to support your ideas.
Sample Answer
Title: A Coaching Approach to Correcting Employee Behavior and Performance
Introduction
As a coach, correcting employee behavior and performance requires a strategic and supportive approach that fosters growth, development, and accountability. Utilizing evidence-based coaching techniques, along with insights from course material and outside sources, can provide a framework for effectively addressing and improving employee behavior and performance.
Establishing a Coaching Relationship
The first step in correcting employee behavior and performance is to establish a coaching relationship built on trust, respect, and open communication. According to the International Coach Federation (ICF), creating a safe and supportive environment is fundamental to the coaching process (ICF, 2020). This involves actively listening to the employee’s concerns, understanding their perspective, and demonstrating empathy to establish a foundation for constructive feedback and improvement.
Setting Clear Expectations
Clarity in expectations is essential for guiding employees toward improved behavior and performance. By aligning individual goals with organizational objectives, employees gain a clear understanding of what is expected of them and how their performance contributes to the overall success of the team and the organization. The Harvard Business Review emphasizes the importance of setting specific, measurable, achievable, relevant, and time-bound (SMART) goals to provide a roadmap for employee development (Locke & Latham, 2013).
Providing Constructive Feedback
Effective coaching involves providing constructive feedback that is specific, actionable, and focused on behaviors rather than personal attributes. The “feedback sandwich” approach, which includes framing constructive criticism between positive feedback, can help maintain a balance between correction and encouragement (Whetten & Cameron, 2011). Additionally, the GROW model (Goals, Reality, Options, Will) offers a structured framework for coaching conversations that facilitate self-reflection and goal setting (Whitmore, 2017).
Empowering Employee Ownership
Encouraging employee ownership of their development fosters accountability and commitment to improvement. Coaching models such as the “ask-don’t-tell” approach promote self-discovery and problem-solving by encouraging employees to identify their own solutions through probing questions rather than receiving direct advice (Stoltzfus, 2008). This approach empowers employees to take ownership of their behavior and performance while fostering a sense of autonomy and responsibility.
Supporting Continuous Learning and Improvement
Coaching for correction should be viewed as an ongoing process that supports continuous learning and improvement. By providing access to training, mentorship, and resources for skill development, organizations demonstrate their commitment to employee growth. The “360-degree feedback” approach, involving input from peers, subordinates, and supervisors, can offer valuable insights for targeted development areas (London & Beatty, 1993).
Conclusion
Correcting employee behavior and performance through coaching requires a holistic approach that integrates clear communication, constructive feedback, employee empowerment, and a commitment to continuous learning. By leveraging evidence-based coaching techniques and insights from reputable sources, organizations can create a culture of development and accountability that drives individual and collective success.
References:
International Coach Federation (ICF). (2020). ICF Core Competencies. Retrieved from https://coachingfederation.org/core-competencies
Locke, E. A., & Latham, G. P. (2013). Goal setting theory: An introduction. In E. A. Locke & G. P. Latham (Eds.), New developments in goal setting and task performance (pp. 3-15). Routledge.
Whetten, D. A., & Cameron, K. S. (2011). Developing management skills (8th ed.). Pearson.
Whitmore, J. (2017). Coaching for performance: The principles and practice of coaching and leadership. Nicholas Brealey Publishing.
Stoltzfus, T. (2008). Coaching questions: A coach’s guide to powerful asking skills. Nicholas Brealey Publishing.
London, M., & Beatty, R. W. (1993). 360-degree feedback as a competitive advantage. Human Resource Management, 32(2-3), 281-296.
