I just had a great dialog with a manager client of mine and we were discussing the vast differences between sales coaching and management. We discussed how most managers have the following type of interaction with an employee:

1. They point out what someone is doing "wrong" or where they are lacking.
2. They then proceed to tell the employee why it’s valuable to improve the particular area.
3. Here it comes the almighty ultimatum. They point out there will be repercussions if the area is not improved.
• Note: The employee has not agreed or admitted there is an issue or more importantly made a true commitment to improving.

We both laughed knowing this process is true but sorely lacking in regard to true effectiveness. Most managers dictate and impose their will on employees. This does NOT inspire, motivate, or create a willingness to get better. If anything it does the opposite.

Employees must agree there is an area to improve, be willing to make an effort, actually make the effort, and then be open to coaching feedback. It is through this process where performance and results can start to be addressed.  Managers need to engage, inspire, question, challenge, and monitor. For example, a proper progression would the following: 

1. Ask, "How do you feel things are going in the following area?” The key is to get them to see the needed performance improvement without telling them. They might respond with "I think I am doing okay," and you may respond with, "what do you base this on"? This is a mouth full! The question challenges them to look at themselves versus hearing a manager's rhetoric.
2. Once the employee starts to come to grips with the fact that they have an opportunity to improve reward them with acknowledgment by saying "You know I agree with you and that’s great you see this too, thanks." What you are doing is saying its okay to admit this and I will help you out.
3. As time progresses its critical managers monitor and observe the changes, specifically the efforts.

Again the key is to engage and ask questions with your employees. A key metric would be to ask yourself; Has my employee agreed upon and come to grips with their own area of improvement, or did you simply just tell them?

I have a question for you:

"Are You Winning Them Over or Knocking Them Over?"

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