Undoubtedly most business owners would agree that coaching is an
important management task. Research findings back up this assertion. It
is a well-known fact that team members receiving coaching will
outperform others on the staff; an average 7% performance increase can
be expected as the result of effective coaching methodology.
Yet, most organisations report that their managers spend less time coaching than performing administrative tasks.
Prioritising time so that coaching is a daily focus presents the key to producing top performers. But a good manager needs to break that time down. Not all team members should be treated equally when it comes to coaching sessions.
Think of the frontline team in terms of a bell graph. The middle, highest part of the bell is comprised of average staffers while the overachievers and underperformers are represented by the thinner edges on either side. In most organisations, this relates to 70% average, and 15% each of top and bottom team members as rated by performance.
To whom should the frontline supervisor devote the most time? In a company that wants to increase its profitability and competitive edge, the answer would naturally be the average or underperformers. Unfortunately, this is rarely put into practise.
The top team members always get the accolades, and the attention, from superiors. They are treated well because they are a valuable asset to the organisation. This practise does not need to stop but there should be a renewed focus on those staffers who need additional help maximising their productivity.
When the frontline manager spends more time coaching employees located in the tail end of the bell graph, it results in a total organisational shift. The bell moves to the right and the percentage of underperformers is represented by a very thin line.
The effective supervisor will focus less on top performers and spend more time with average team members. Whether or not the poor performers are treated to additional coaching depends on whether they are able to redeem themselves. Too many hours used for developing poor employees is not a good use of time, either. It may be cheaper for the organisation to replace these staffers. It all depends on where productivity can best be maximized.
The time allotted for coaching each employee should not be equal. Every single employee needs some attention, but additional efforts are required to bring out the best in those team members showing the greatest potential for improvement.
Support your frontline supervisor by recognising that coaching time is not necessarily equitable. With a renewed focus on developing skills and increasing performance levels of those average employees, the company is sure to enjoy the greatest ROI.
Yet, most organisations report that their managers spend less time coaching than performing administrative tasks.
Prioritising time so that coaching is a daily focus presents the key to producing top performers. But a good manager needs to break that time down. Not all team members should be treated equally when it comes to coaching sessions.
Think of the frontline team in terms of a bell graph. The middle, highest part of the bell is comprised of average staffers while the overachievers and underperformers are represented by the thinner edges on either side. In most organisations, this relates to 70% average, and 15% each of top and bottom team members as rated by performance.
To whom should the frontline supervisor devote the most time? In a company that wants to increase its profitability and competitive edge, the answer would naturally be the average or underperformers. Unfortunately, this is rarely put into practise.
The top team members always get the accolades, and the attention, from superiors. They are treated well because they are a valuable asset to the organisation. This practise does not need to stop but there should be a renewed focus on those staffers who need additional help maximising their productivity.
When the frontline manager spends more time coaching employees located in the tail end of the bell graph, it results in a total organisational shift. The bell moves to the right and the percentage of underperformers is represented by a very thin line.
The effective supervisor will focus less on top performers and spend more time with average team members. Whether or not the poor performers are treated to additional coaching depends on whether they are able to redeem themselves. Too many hours used for developing poor employees is not a good use of time, either. It may be cheaper for the organisation to replace these staffers. It all depends on where productivity can best be maximized.
The time allotted for coaching each employee should not be equal. Every single employee needs some attention, but additional efforts are required to bring out the best in those team members showing the greatest potential for improvement.
Support your frontline supervisor by recognising that coaching time is not necessarily equitable. With a renewed focus on developing skills and increasing performance levels of those average employees, the company is sure to enjoy the greatest ROI.
For more tips on helping your average employees turn into top performers see my blog http://www.frontlineleadership.com
James Brava is a specialist in Frontline Leadership which results in significant improvement in employee engagement and business performance.
Article Source:
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