Is this tool suitable for your needs?
This particular tool applied by DNA Global is
intended for managers who have potential to increase performance by
modifying or fine tuning behaviour. Although this process can
improve behaviour, it will definitely not solve all performance
problems. The behavioural coaching process described here will
focus only on coaching for behavioural change, not on strategic/business
coaching, or career coaching.
Conditions for Success
For our performance coaching to be successful:
The manager to be coached must be willing to make a
sincere effort to change.
Behavioural coaching will only work if the manager or
individual concerned is willing to make the required commitment.
The company has not written off the manager.
Sometimes, organisations are really just documenting a
case to get rid of someone. If that is the case, don't bother going
through this process.
The manager has the functional skills to do the job.
If a manager does not have the capacity or experience
required, don't expect behavioural coaching to help.
Your organisation's mission matches the interest of
Behavioural coaching is a "how to get there"
process, not a "where to go" process. If your organisation
is heading in a different direction to that which a manager wants to
head, behavioural coaching will not make him/her change course.
If your managers have the will and capacity to change
their behaviour, are operating in an environment that gives them a
chance to change, and share the commitment to the direction of your
organisation, DNA Global Performance Coaching will work. The
nature of the process itself assures its success. The approach involves
Identify general attributes for successful
managers in your organisation
There are many useful behavioural/competency
frameworks available that can point to best practice, (or you may
have your own framework already). DNA Global is
cautious about over zealous application of, and reliance upon
behavioural/competency frameworks. We recommend a flexible
approach, emphasising such frameworks are a guide rather than
prescription for best practice. Once you have determined the
general behavioural characteristics of successful managers, ask the
manager to be coached if he/she agrees that these are the right
kinds of behaviours. Securing agreement will boost commitment
to the process.
Determine who can provide meaningful feedback.
Key stakeholders may include direct reports, peers,
customers, suppliers, or members of the management team.
Strive for a balanced mix that does not stand for or against the
manager, and gain agreement that these are the appropriate
Assessment is often best handled in a written,
anonymous survey, compiled by an outside party into a summary report
and given directly to the manager being coached.
Talk with the manager about the results of his or
her personalí feedback. The manager may choose not to
disclose individual stake holder'sí comments or numerical
scores. The point is simply to discuss the manager's key
strengths and areas for improvement.
Develop an action plan.
The most helpful and appreciated outcome of any
assessment is specific advice. Developing "alternatives to
consider" (rather than mandates) should not be difficult.
If, for example, you asked the manager to suggest things you could do
to be a better listener, you would probably receive a pretty good
list, such as:
Don't interrupt people;
Paraphrase what they say;
Make eye contact;
Pause five seconds before responding to their
Recognise that the problem isnít figuring out what
to do; the problem is doing it; and
Focus on one or two key behaviours and develop a few
action steps to improve each.
Have the manager respond to stakeholders.
The manager being coached should talk with each
member of the review team and collect additional suggestions on how
to improve on the key areas targeted for improvement.
Develop an ongoing follow-up process.
Within three or four months conduct a two- to
six-item mini-survey with the original review team.
Respondents should be asked whether the manager has become more or
less effective in the areas targeted for improvement.
Review results and start again.
If the manager has taken the process seriously,
stakeholders almost invariably report improvement. Build on that
success by repeating the process quarterly for the next twelve to
eighteen months. This type of follow-up will assure continued
progress on initial goals and uncover additional areas for
improvement. Stakeholders will appreciate the follow-up, people
don't mind filling out a focused, two- to six-item mini-survey when they
see positive results. The manager will benefit from ongoing,
targeted feedback to improve performance.
DNA Global consultants will work flexibly,
adopting whatever coaching mechanism suits the needs of your
organisation and the manager to be coached.