COMMERCE 3S03 Chapter Notes - Chapter 9: Active Listening, Adaptive Learning, Performance Appraisal
5 Dec 2017
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Executive development consultant michael lombardo and robert eichinger did a study to see what typical managers and executives are worst at doing: developing direct reports and others. Managers often push aside developing others because they are very busy. The mckinsey surveys showed that candid, insightful feedback and personal coaching were by far the most beneficial to manager development compared to classroom training. Coaching is a one-on-one interaction between a manager (coach) and a person who is being coached (coachee), for the purpose of helping the individual improve and enhance his or her organizational contribution and career. Improving the performance of individuals directly improves the effectiveness and efficiency of the organization: the (cid:272)oa(cid:272)h"s (cid:396)ole is to a(cid:272)tively listen, o(cid:271)se(cid:396)ve, (cid:395)uestion, and p(cid:396)ovide feed(cid:271)a(cid:272)k. This helps the employee reflect and improve performance. The coach should avoid negative judgements, threatening comments, and ultimatums about the e(cid:373)plo(cid:455)ee"s (cid:271)eha(cid:448)io(cid:396) so the e(cid:373)plo(cid:455)ee has the oppo(cid:396)tu(cid:374)it(cid:455) to lea(cid:396)(cid:374) a(cid:374)d i(cid:373)p(cid:396)o(cid:448)e.
