Performance management: why poor results should be managed with coaching, not disciplinaries

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We might replace the terms ‘misconduct’ and ‘capability’ with the more optimistic ‘willingness’ or ‘ability’.

I recently wrote for Training Zone about the way employers conduct themselves around poor staff performances.

A friend of mine found a new job in sales after a long time out of work. He was both relieved and excited to land the opportunity because he felt he had exactly the right mix of skills and experience to be successful.
After a promising start, however, things began to take a turn for the worse. The company’s main product changed, making it much harder to sell and less relevant to the client database he’d inherited.

The process and the language we use to handle poor performance in the workplace needs to change. Disciplinary procedures shouldn’t be the default option when coaching is often what is needed.

To read more, please check out the article here!

Matt Somers

Matt Somers

Matt Somers is the UK’s leading trainer of managers as coaches. His coaching skills training programmes, books, articles and seminars have helped thousands of managers achieve outstanding results through their people.

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