Posts Tagged ‘PLE’

Is it a question of Willingness or Ability?

Written by Matt Somers on . Posted in Coaching Skills for Managers

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Willingness v Ability

Willingness v Ability

How would you approach coaching these characters?

John is something of an excited puppy. He works with great enthusiasm but often gives clients wrong information because he does not understand how fees are worked out. Several clients have registered complaints which makes John quite upset and you worry that his motivation and enthusiasm may wane

Ringo is a management graduate with a wide knowledge of business processes. However he is reluctant to delegate tasks and when he does he worries over his staff while they do it for him.

Georgina consistently uses inappropriate humour with customers, often coming across as sarcastic and disrespectful. She was scheduled to attend a customer care seminar but did not show up on the day.

Paul is suddenly and surprisingly becoming cynical and negative. He was once the first to embrace any new initiative, and still does, though not with the same enthusiasm. He has completed the required company training and recently passed a college diploma course however he has just told you that he does not feel his actions have any effect on how the department operates.

John is ‘Not able, but willing’. He has the motivation but not the skills. Use coaching to harness his motivation and create an environment where he is more willing to ask questions and seek explanations. You may need to be tolerant of his early mistakes.

Ringo is ‘Able, but not willing’. It is not that he doesn’t know how to delegate; it’s that he doesn’t put it into practice. He does not need more training (which may just frustrate him); he needs coaching through his interferences and to find his performance, learning and enjoyment through delegation.

Georgina is ‘Not able or willing’. If you consider it is worth investing more time in her, I would suggest you start on Willingness. You can use coaching to try to restore motivation, but will also need to monitor her performance quite closely and provide detailed feedback. After that, it’s up to her.

Paul is ‘Able and Willing’, but may not remain so unless we provide opportunities to take responsibility, to do so with our trust and encourage his awareness by seeking feedback and asking for this thoughts and suggestions.

The four combinations can be arranged on a graph as above.

Problems of ability are best solved with a dose of good old fashioned training and development. Problems with willingness are best dealt with through coaching. For far too long we have tried to solve problems of willingness as if they were problems of ability but this approach tends to make matters worse. Sending a highly capable but miserable sales person on some more sales training for example, will not solve the problem.

The magic triangle

Written by Matt Somers on . Posted in Coaching principles

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Coaching Skills Series

This is one of many articles I intend to post this year considering the range of principles, skills and experiences you’ll need to be an effective coaching manager for the people in your team.

This post is about three crucial factors in motivation. Next time we’ll look at the things that prevent people from working to their potential.

Performance, Learning and Enjoyment

Performance, Learning and Enjoyment – The Magic Triangle

Performance, Learning and Enjoyment – The Magic Triangle

I want to return to a subject dear to the heart of any people manager: motivation. Only this time I want to consider how a knowledge of motivation can become a guiding principle for effective coaches.

In previous posts I’ve set out a range of both external and internal motivators and the various theories that can help us provide a climate in which motivation can flourish. We know that the internal group tends to motivate over the longer term but that organizations spend more time fretting over the external set. This irony is extended when we consider how much more costly the external set are to provide. As coaches we have much more power to work with the internal set as these are felt or experienced by the employee whereas the external set are provided by the organisation and probably beyond our sphere of control.

 

There are internal motivators like pride, satisfaction, accomplishment, sense of achievement and so on which I like to group together as being matters of performance. There are then internal motivators such as curiosity, acquiring new skills, moving outside of comfort zones and trying new things. These we can group as being matters of learning. Finally we can consider internal motivators such as fun, finding work pleasant and enjoying the company of our colleagues as being matters of enjoyment. Thus the wide variety of internal motivators can be made easier to work with by being summarized as performance, learning and enjoyment (PLE) and I like to show them arranged on a triangle as above.

 

The real trick here is to use coaching to keep a healthy balance of the three. Any one of the three which is over-stressed at the expense of the others leads to demotivation. Most people experience this when performance becomes all consuming. They have targets and standards and key performance indicators fired at them constantly and any sense of learning and enjoyment disappears. Doing a good job and hitting targets – performing – is highly motivating, but not without learning and enjoyment as well. I see this as all too common and have a theory that people join organizations on the expectation of PLE in balance and leave because learning and enjoyment disappears.

 

It is also possible to create an over balance by having too much learning. Becoming more skilled, learning new technology and trying new things is great, but not if we never get a chance to put what we learn into practice or if the working atmosphere is so sour that we’re still just a miserable as before. Believe it or not you can also upset internal motivation by having too much enjoyment. Of course it’s great to work in a nice, fun atmosphere, but not if we’re given meaningless tasks and nothing ever changes.

 

I will always maintain that coaching at work is about performance improvement, but what makes it so more effective than other development approaches is that it is hugely insightful for the person being coached and – when done well – is a highly enjoyable process.

 

Coaching’s aims and intentions are at the dead centre of the PLE triangle.