Everyone needs coaching—the underperformer, the messy middle folks, and the superstars. The manner of coaching and who to pick as the coach have to match the specific needs of the individual.
All in Coaching
Firing someone for underperformance is not easy and it’s not fun. Firing is an unfortunate act for a leader, but it’s an essential skill every leader needs to master and be effective in.
In the workplace, over-apologizing can backfire on you. It may reflect lack of confidence, incompetency, and low self-esteem in you. Worse, it can accelerate their lack of confidence in you.
“All coaches can be a boss, but not all bosses can be a coach.” There are times when a leader has to play both roles at the same time, leveraging the two different mindsets to their advantage to reach a certain outcome.
In our journey to identify ways to motivate the folks whom we lead, it’s important to understand the three basic needs of every human—Competence, Autonomy, and Relatedness. Understanding the dynamics of the tree components will help us pinpoint the proper approach in attaining sustained improvement through motivation.
The ability to help these employees overcome this setback is key in building high-performance teams. As leaders, we’re rated according to the performance of the individuals and the teams that we oversee.
Leaders who are effective coaches not only inspire personal growth and development for these individuals, but they also contribute to optimal performance of their teams and the overall organization.
A key superpower to become a successful leader in any organization is the ability to "get things done." Before you can "get things done," you'll need to set goals.
Having regular one-on-one meetings with your direct reports is a great way to keep your finger on the pulse of your business and your staff.