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Knowledge or Skills - The employee does not know how to perform the process correctly - lack of skills, knowledge, or abilities. Process - The problem is not employee related, but is caused by working conditions, improper procedures, etc. Quadrant A (Motivation): If the employee has sufficient job knowledge but has an improper attitude, this may be classed as motivational problem. Quadrant C (Selection): If the employee lacks both job knowledge and a favorable attitude, that person may be improperly placed in the position.
Quadrant D (Training and or Coaching): If the employee desires to perform, but lacks the requisite job knowledge or skills, then additional training or coaching may be the answer. Note: The four quadrants are based on Jones' (1993) description of the four factors that affects job performance. Often the employee knows how to perform the desired behavior correctly, the process is good, and all resources are available, but for one reason or another, chooses not to do so.
Although most jobs have problems that are inherent to the position, it is the problems that are inherent to the person that cause us to loose focus from our main task of getting results. When something breaks the psychological contract between the employee and the organization, the leader must find out what the exact problem is by looking beyond the symptoms, find a solution, focus on the problem, and implement a plan of action. Start by collecting and documenting what the employee is not doing or should be doing - tasks, special projects, reports, etc. Once you know the problem, then work with the employee by using coaching techniques to solve it. Many performance problems are due to bad process, that is, the process does not support the desired behavior.
However, coaching can be used to get people to think about ways to solve the process or environmental problem. This problem generally arises when then is a new hire, new or revised process, change in standards, new equipment, new policies, promotion or transfer, or a new product. Training is about teaching or instructing a particular skill or knowledge and is normally given in a formal environment. Coaching, on the other hand, is about increasing an individual's knowledge and thought processes with a particular task or process.
The main difference between a coaching and a training is that the former is normally done in real time. Mentoring is more career developing in nature, while training and coaching are more task or process orientated.
Words verses tune or tone (many questions are not really questions but a need for self-assurance). Just because the problem is caused by a lack of resources or technology, does not mean expenditures are needed. In addition, coaching can be used to get people to try new methods that require less resources. A lack of motivation could be caused by a number of problems, to include personal, family, financial, etc. Today, it's a lucky employee (or unlucky if that employee thrives on change) that does not have her job restructured. By keeping them informed, you help to eliminate some of the fear and keep them focused on what must be performed. In general, there are two different forms of information about performance -- feedback and criticism. When dealing with human performance, feedback refers to observable behaviors and effects that are objective and specific. Delivering effective performance feedback takes time, effort, and skill; thus people often fall back to criticism.
Being able to give good feedback should not be the only goal; we also must be aware of the need to receive and act upon feedback, even if it is delivered in a critical manner. Allowing attitudes of the criticizer to determine your response to information only weakens your chances for opportunity.
Do unto others, as you want them to do unto you - Before giving the feedback, frame the feedback within your mind. Coaching all too often focuses too narrowly on problem solving by identifying and correcting errors.
Single loop learning has often been compared to a thermostat in that it makes a decision to either turn on or off. In Borat's cheesy video shown above, we notice that Borat is learning that all the packages are cheese in one form or another. Yet Borat still faces the daunting task of actually using his new skills and knowledge in the workplace.
For coaching to be the most effective, then we need to allow the learners to look at their own reasoning patterns so that they can detect any inconsistencies between their espoused and actual theories of action.
Borat seems quite confused that the same product could be offered in so many different packages; he has not yet realized that the product within differs. In commitment environments, employees are involved in determining the strategies, directions, and tasks needed to achieve the organization's objective's. Involve all essential people in developing action plans in areas that are critical to success.
Identify critical success factors and formulate the plans necessary to achieve those objectives.
Drive the methodology deeper into the organization by cultivating an environment in which almost everything is linked to employee involvement. By using various coaching techniques to bring them into the process, they understand the problems and have a say in the commitment.

We are in part 4 of our ongoing series on how to deal with non-supportive spouse or partners. In addition, the spouse may feel an unfounded (or maybe even founded) pressure to do better for themselves. Share with them ideas that may help them to have a better life of their own but let them know that you love them whether or not they decide to act on those ideas.
Ask your spouse to let you know how much or how little they might like to be involved in your ventures. Sometimes we need extra help.  Consider contacting us to set up a session in the following situations.
Often, we find it difficult to talk to those closest to us.  If you find this to be the case, consider a couples coaching session where an objective person can help to create better understanding for both individuals. If you find it difficult to be supportive of your spouse in their particular needs while still reaching for your dreams. I think that, if one were ALREADY married, then any new venture concept is something that needs to be the subject of (many?) family discussions. You know I read a blog a while back and the post I read happened to be his last – he stated that he was having to choose between his blog and his marriage. Anyway, in his post he described how he would spend 9 to 5 at work and then come home and get on the computer from 8 until whenever – sounds like he basically had no time for his wife.
I think putting yourself in the other person’s shoes and try feeling what they do is one way of showing your spouse how much you care. The first way is taking a proactive stance by unearthing or preventing counter-productive methods.
This is accomplished by first, identifying the root cause and secondly, implementing a plan of action to correct the problem. This may imply a problem with employee selection or promotion, and suggest that a transfer or discharge be considered. For example, you can often fix a process problem with training or perhaps fix a motivation problem with attitude or (affective domain) coaching. Large groups are generally dealt with training as it is more efficient, while coaching is used for small groups; however, coaching is normally required during training due to individual needs. These motivational problems could arrive from family pressures, personality conflicts, a lack of understanding how the behavior affects other people or process.
Most employees want to do a good job, thus they will normally be happy to accept coaching to improve themselves. It has often been said that people account for 20% of all problems while bad processes account for the rest. Athena, disguised as Mentor, guides Odysseus's son Telemachus in his search for his father. It creates a supportive environment that develops critical thinking skills, ideas, and behaviors about a subject. Also, mentoring relies on the mentor's specific knowledge and wisdom, while coaching and training relies on facilitation and developmental skills. Also, people tend to abhor silence, thus if you wait long enough, the person will usually speak up.
By providing feedback through coaching and ensuring the feedback is consistent, you provide the means for employees to motivate themselves to the desired behavior. If you only provide it during an employee's performance rating period, then you are NOT doing your job.
Employees with several tasks and projects on their plates must be clearly communicated as to what comes first when pressed for time.
Use coaching to help employees recognize and understand the negative consequences of their behavior. Feedback was originally an engineering term that refers to information (outcome) that is fed back into a process to indicate whether that process is operating within designated parameters.
This feedback needs to be emotionally neutral information that describes a perceived outcome in relation to an intended target.
Since we receive far more criticism than feedback, our egos have become accustomed to fighting it off. That is, we need to develop skills that help us extract useful information, even if it is delivered in a critical tone. If you cannot determine an exact cause, then it is probably a personal judgment that needs to be ignored. Remember, you want the recipient to seriously consider your message, not shrug it off or storm away. Yet if the coaching is to transfer to the work environment, it must also look inwardly by allowing the learners to reflect critically on their own behavior.
He might even go on to an advanced cheese class and actually taste some cheeses and learn how to prepare a few dishes.
Rather than shifting to double-loop learning by asking deep reflective questions on why he cannot do it and then taking action to actually do it, he shifts to a defensive reasoning pattern that ensures any criticisms are shifted to others or to the environment. For example, Feta and Colby are both cheeses but if a recipe calls for one, they are not normally interchangeable. A good coach allows the learner to go deeper into the process, rather than just gloss over the surface so that when he or she returns to work, they can use their new knowledge and skills in a variety of contexts. Although you may turn them loose to perform their jobs, the goals and objectives come from upper-management. Everyone in the department, from the front-line workers to managers are used in this process. The heart of this strategy is by sharing information and involving people at all levels of the organization.

It’s something you may have seen on reality TV shows when one partner has made a significant life change and the other partner becomes insecure that they will be left behind. If you are putting forth a lot of energy and effort to bring yourself up, you naturally want to bring up those around you and help them to lead better lives themselves. If they choose to, it is so that they can be as happy as possible, not because you need them to. It may seem as though you can’t support them while also achieving your goals but this is certainly not the case.
For over 20 years, Nicole Bandes has studied the most effective methods to increase happiness and success in her own life and in business. For example, you might implement diversity and sexual harassment training programs before they become a problem within the organization. Although people are our most important asset, it sometimes seems as if they are our biggest headache. This is not always bad as the employee just might not realize the consequence of his or her actions. Motivation is the combination of a person's desire and energy directed at achieving a goal.
Also, do not make it a witch hunt, observe and record what the employee is not doing to standards.
It is in your best interest to work with the employee as long as the business needs are met and it is within the bonds of the organization to do so. The coach uses real tasks and problems to help the learner increase his or her performance. Although there are these differences, you could say that the three are synergistic and complementary, rather than mutually exclusive as most people would agree that a good coach trains and mentors, a good trainer coaches and mentors, and a good mentor trains and coaches. In this case you might be able to get your team to brainstorm new processes or procedures that will eliminate the need for new resources. For example, inconsistent feedback would be for management to say it wants good safety practices, and then frowns on workers who slow down by complying with regulations.
With the ever increasing notion to do more with less, we must understand that not everything can get done at once.
For example, the sensor in a car's radiator provides feedback about the engine temperature. Also, the angry tone of the criticism triggers the ego's defensive layer and causes it to be confrontational or to take flight (fight or flee), thus strengthening the resistance to change; which is exactly the opposite of what needs to be done.
We have all seen people receive vital information, yet shrug it off through argument or denial, and then continue on the same blundering course. Just because someone does not have the skills to give proper feedback does not mean you cannot use your skills to extract useful information for growth. And this is where a lot of coaching ends — at the single-loop learning stage in which we learn about something and how it can solve some of our problems. Also, hold regular team meetings in which everyone is encouraged to speak what is on their mind. When faced with a spouse that is beginning to excel and reach for their dreams, the other spouse will often find themselves wondering what will happen to them if that success is reached. As a result, you may be applying pressure unknowingly, to your spouse to make changes or improvements in their own life. Their minds may change with time and with your growing success but they may not feel comfortable telling you that they feel differently now. Check past performance appraisals, previous managers, or other leaders the employee might have worked with. He or she helps to guide a persona€™s career, normally in the upper reaches of the organization.
Mentor is an appropriate name for such a person because it probably meant adviser in Greek. Or expressing that careful workmanship is needed, but reinforces only volume of production.
Employees often choose the task that they enjoy the most, rather than the task they dislike the most.
Report exactly what is wrong with the performance and how it is detrimental to good performance. If they are not ready to embrace making these kinds of changes, they may do whatever they can to sabotage your own personal efforts.
Be supportive of their feelings and reassure them that you want them by your side for now and for ever. Do a periodic check in every few months to see where they are in their thoughts and feelings.
Motivation can be intrinsic - satisfaction, feelings of achievement; or extrinsic - rewards, punishment, or goal obtainment. However, this perception is starting to change as organizations are now implementing mentoring at all levels of the company's structure. People who receive feedback in this manner can use the data to compare the end results with their intentions. This will help you to provide others with feedback, rather than the same emotional criticism.

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