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Coaching vs. Controlling

Friday, February 13, 2015
posted by IMT-Webmaster

coaching-vs-controllingWhen it comes to motivating employees to do their best, the traditional performance evaluation method can often come up short. By focusing on correcting past behaviors, mistakes, and shortcomings, it can set up an adversarial relationship between managers and workers – a “controlling” relationship where the employee feels like they’re being watched, criticized and judged.

In 2014, at Kryton Engineered Metals, we started the process to do away with traditional performance evaluations, and replaced them with Catalytic Coaching. We teamed up with three local businesses (Hawkeye Community College, Lincoln Savings Bank, and Distek), and brought the Energage team to the Cedar Valley to help us implement Catalytic Coaching with our organizations.

This new system was the perfect blend of employee engagement and performance management for our company, one that truly embraced the “coaching” concept.

Catalytic Coaching has challenged us to rethink a lot of standard employee management practices. It eliminates the rating and ranking of employees. It doesn’t attempt to justify next year’s salary with last year’s performance. It’s a new way of thinking that’s helping us transform our managers into coaches who help our employees grow their perceived strengths while developing areas for improvement. The concept centers around the employees drafting a development plan aimed at improving their contributions in their current job, and increasing their potential for other opportunities.

Catalytic Coaching at Kryton, like in sports, focuses employees on the future – not on the past. The focus is more on the conversation between the manager and the employee, rather than a long, complicated, complex form for compliance purposes.

As a result, we’re starting to see our supervisors begin to act more like coaches, and being less critical and judgmental, which has been better received by employees. Our employees are taking more ownership of the process for personal development. And our HR staff are becoming coaching consultants instead of process policemen.

And so far, that appears to be a win-win for everyone.



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