You see the person relax. You know they are capable of more. But they stop, take a break, coast. Compared to their peers, head and shoulders above. So they get head and shoulders above and put it in neutral. You are the manager.
How can you bring this person to a higher plane of performance?
A skill is made of two things. There is a technical knowledge piece. That’s the stuff we go to school for. That is what is taught in textbooks. And it is necessary.
The other piece is most often overlooked, and that is practice. Technical knowledge and practiced performance make a skill. What is your role as a manager, as a coach, in making that happen?
In our coaching series in Working Leadership Online, so far this summer, we have looked at
- Coaching – Bringing Value as a Manager
- Coaching Underperformance – Time Span and the Employee Contract
We finish the series, kicking off next Monday, August 17.
- Coaching Performance – Time Span and Highest Capability
We have reserved ten invitations for a free scholarship. If you would like to receive an invitation, please respond to Ask Tom.