Coach or Correct?
How do I know when to coach and when to transition to performance management?
At a recent workshop, a frustrated manager asked, “What am I doing wrong? I have coached this employee on this behaviour for weeks, and nothing has changed.” The manager was unclear about when to move from coaching to performance management. Given the room was full of managers facing similar struggles, I felt that sharing this differentiation would be helpful.
Coaching and performance management both enhance employee performance but differ in purpose, scope, methods, and outcomes. Coaching promotes individual growth and self-discovery, while performance management focuses on achieving organizational goals and ensuring accountability.
Let us take a closer look at each one:
Coaching
Unlocking people’s potential to maximize their performance.
Refers to a developmental process where a coach supports an individual in achieving personal or professional goals through guidance, feedback, and encouragement. Centered on the individual’s growth, skill enhancement, or the development of specific competencies.
Coaching should always be a combination of positive and constructive feedback.
Methods and Tools
Coaching employs active listening, open-ended questioning, and motivational techniques to stimulate self-reflection and problem-solving. Tools include visual aids, self-assessment surveys, and feedback sessions designed to encourage open dialogue leading to actionable insights and plans.
Timeframe and Frequency
The frequency is usually flexible and can range from weekly sessions to monthly check-ins, depending on the goal and context.
Outcomes
The primary outcome is personal and professional growth. Effective coaching results in enhanced competencies, improved job satisfaction, increased confidence, and greater employee engagement. It empowers individuals to take charge of their development and fosters a culture of continuous improvement.
Performance Management
Addresses poor performance opportunities after you have set clear expectations, trained, and coached.
The employer should implement a plan to address the issue and give the employee a chance to improve. Performance management should focus solely on role requirements, not workplace behaviour or misconduct.
Methods and Tools
Performance management uses structured frameworks such as appraisals, 360-degree feedback, goal-setting apps, and tracking systems. These tools clarify expected outcomes and provide a way to measure and communicate performance levels.
Timeframe and Frequency
Performance management is structured around evaluation periods, like quarterly reviews or annual appraisals, with set timelines and expectations for evaluations and feedback.
Outcomes
Performance management seeks organizational effectiveness through consistent performance and accountability, leading to improved productivity, better goal alignment, and higher team and organizational performance.
Understanding these differences is essential for leveraging both approaches effectively and creating a workplace that thrives on collaboration, trust, and results.
Nancy Dewald is a business development professional, workshop facilitator and optical industry veteran. She is CEO and founder of Lead Up Training & Consulting, which specializes in identifying business gaps, implementing solutions and developing leaders.
Article as seen in Optical Prism.