The document discusses performance coaching and collaboration. It describes the roles of being a collaborator using assertion and problem-solving skills. It identifies performance killers such as judging and providing solutions in the wrong way. It discusses assertion skills including aggressive, submissive, and assertive behaviors. It provides guidance on collaborative problem-solving including identifying problems and solutions, analyzing, selecting, implementing, evaluating, and following up on solutions. The overall document provides guidance to coaches on how to effectively collaborate with employees.

1. Performance Coaching:
Collaborating

2. Role of Collaborator

3. Role of Collaborator
• Assertion skills

4. Assertion Skills
Use verbal and nonverbal assertion skills to maintain
respect, satisfy your needs and defend your rights.

5. Role of Collaborator
• Assertion skills
• Collaborative problem-solving skills

6. Collaborative Problem-Solving Skills
Use collaborative problem-solving skills to help resolve
conflicts and problems between you, your employees and
your organization.

7. Performance Killers

8. Performance Killers
Performance killers are comments that can negatively
impact or shut down employee performance if used at the
wrong time or in the wrong way.

9. Performance Killers
• Judging

10. Judging
• Criticizing

11. Judging
• Criticizing
• Labeling

12. Judging
• Criticizing
• Labeling
• Praising

13. Judging
It’s difficult to build and maintain rapport with your
employees, since judging puts you in a superior position.

14. Criticizing
• Includes making negative comments regarding
employees’ performance, attitudes or decisions

15. Labeling
• Places employees into categories

16. Labeling
• Places employees into categories
• Contains negative overtones or has an attached stigma

17. Praising
• Can be misconstrued as insincere or
manipulative

18. Praising
• Can be misconstrued as insincere or
manipulative
• Be sure there is due cause to praise your
employees

19. Performance Killers
• Judging
• Providing Solutions

20. Providing Solutions
• Includes the way you communicate potential solutions
to your employees

21. Providing Solutions
• Includes the way you communicate potential solutions
to your employees
• Can be perceived negatively, if done incorrectly

22. Providing Solutions
• Advising

23. Providing Solutions
• Advising
• Ordering

24. Providing Solutions
• Advising
• Ordering
• Moralizing

25. Providing Solutions
• Advising
• Ordering
• Moralizing
• Questioning

26. Providing Solutions
• Advising
• Ordering
• Moralizing
• Questioning
• Threatening

27. Advising
Don’t give your employees a solution to their problem
that interferes with their own ability to resolve the
problem.

28. Ordering
Don’t give solutions coercively and then back them up
forcefully.

29. Moralizing
Don’t tell employees what they should or shouldn’t do.

30. Questioning
Don’t consider your employee’s judgment to be always
suspect or his/her decisions not up to par.

31. Threatening
Don’t control your employees’ actions by warning them
of negative consequences that you instigate.

32. Performance Killers
• Judging
• Providing Solutions
• Avoiding

33. Avoiding
• Diverting

34. Avoiding
• Diverting
• Logical Argument

35. Avoiding
• Diverting
• Logical Argument
• Reassuring

36. Diverting
Don’t switch topics and avoid addressing your employees’
interests.

37. Logical Argument
Don’t use logic to avoid addressing your employees’
feelings and emotions.

38. Reassuring
Reassuring can be perceived as emotional withdrawal or
avoiding involvement.

39. Assertion Skills

40. Assertion Skills
• Aggressive behavior

41. Assertion Skills
• Aggressive behavior
• Submissive behavior

42. Assertion Skills
• Aggressive behavior
• Submissive behavior
• Assertive behavior

43. Assertion Skills
Find a good balance between getting work done
and getting along with your employees.

44. Aggressive Behavior
• Abusive, rude and sarcastic ways of getting things done

45. Aggressive Behavior
• Abusive, rude and sarcastic ways of getting things done
• Berating employees for poor performance

46. Aggressive Behavior
• Abusive, rude and sarcastic ways of getting things done
• Berating employees for poor performance
• Insisting on having the final word during
conversations

47. Aggressive Behavior
• Abusive, rude and sarcastic ways of getting things done
• Berating employees for poor performance
• Insisting on having the final word during
conversations
• Being over-dominating

48. Submissive Behavior
• Allowing employees to dictate the level and quality of
their own performance

49. Submissive Behavior
• Allowing employees to dictate the level and quality of
their own performance
• Not admitting true feelings or emotions

50. Submissive Behavior
• Allowing employees to dictate the level and quality of
their own performance
• Not admitting true feelings or emotions
• Not stating expectations directly

51. Submissive Behavior
• Allowing employees to dictate the level and quality of
their own performance
• Not admitting true feelings or emotions
• Not stating expectations directly
• Using hesitating speech, shoulder shrugging and a
very soft voice

52. Assertive Behavior
• Maintaining self-respect, happiness and satisfaction without
dominating employees

53. Assertive Behavior
• Maintaining self-respect, happiness and satisfaction without
dominating employees
• Standing up for own rights

54. Assertive Behavior
• Maintaining self-respect, happiness and satisfaction without
dominating employees
• Standing up for own rights
• Expressing expectations and needs in a direct and
appropriate way

55. Assertive Behavior
• Maintaining self-respect, happiness and satisfaction without
dominating employees
• Standing up for own rights
• Expressing expectations and needs in a direct and
appropriate way
• Not violating employees’ needs

56. Assertive Behavior
• Maintaining self-respect, happiness and satisfaction without
dominating employees
• Standing up for own rights
• Expressing expectations and needs in a direct and
appropriate way
• Not violating employees’ needs
• Confirming own and employees’ worth and dignity

57. Assertive Management

58. Assertive Management
Assertive management is a nonjudgmental description of
employees’ performance behaviors that need to be
changed.

59. Nonjudgmental Description
• Be specific and brief, so employees know exactly what
you mean

60. Nonjudgmental Description
• Be specific and brief, so employees know exactly what
you mean
• Don’t draw inferences about employees’ motives;
focus on behavior

61. Nonjudgmental Description
• Be specific and brief, so employees know exactly what
you mean
• Don’t draw inferences about employees’ motives;
focus on behavior
• Make the description an objective statement instead
of a judgment

62. Assertive Management
• Nonjudgmental description of employees’
performance behaviors that need to be changed
• Disclosure of your own feelings

63. Disclosure of Feelings
• Genuinely disclose your feelings regarding your
employees’ behavior

64. Disclosure of Feelings
• Genuinely disclose your feelings regarding your
employees’ behavior
• Use messages that begin with “I”

65. Assertive Management
• Nonjudgmental description of employees’
performance behaviors that need to be changed
• Disclosure of your own feelings
• Clarification of the effects of your employees’
behavior

66. Clarification
Discuss things that directly impact you as a result of your
employees’ behavior, such as money, time, quality and
teamwork.

67. Putting the Assertive Message Together
Use assertive messages to enhance your employees’
understanding of your feelings and concerns, and the
effect of their behavior.

68. Collaborative Problem Solving

69. Collaborative Problem Solving
• Problem identification

70. Collaborative Problem Solving
• Problem identification
• Solution identification

71. Collaborative Problem Solving
• Problem identification
• Solution identification
• Solution analysis

72. Collaborative Problem Solving
• Problem identification
• Solution identification
• Solution analysis
• Solution selection

73. Collaborative Problem Solving
• Problem identification
• Solution identification
• Solution analysis
• Solution selection
• Solution implementation

74. Collaborative Problem Solving
• Problem identification
• Solution identification
• Solution analysis
• Solution selection
• Solution implementation
• Solution evaluation

75. Collaborative Problem Solving
• Problem identification
• Solution identification
• Solution analysis
• Solution selection
• Solution implementation
• Solution evaluation
• Follow-up

76. Problem Identification
• Identify the expectations of your organization and
compare them to actual performance

77. Problem Identification
• Identify the expectations of your organization and
compare them to actual performance
• Determine if there is a difference between desired and
actual performance

78. Solution Identification
• Brainstorm with others to generate ideas for a
possible solution

79. Solution Identification
• Brainstorm with others to generate ideas for a
possible solution
• Come up with as many potential solutions without
evaluating or examining the ideas

80. Solution Analysis
• Analyze potential solutions with your employees

81. Solution Analysis
• Analyze potential solutions with your employees
• Set up criteria that will serve as a standard by which
you decide on each idea

82. Solution Selection
• Test solutions to determine their practicality and ease
of application

83. Solution Selection
• Test solutions to determine their practicality and ease
of application
• Identify the cost and potential results of each solution

84. Solution Selection
• Test solutions to determine their practicality and ease
of application
• Identify the cost and potential results of each solution
• Identify possible barriers that might prevent you from
applying a solution

85. Solution Selection
• Test solutions to determine their practicality and ease
of application
• Identify the cost and potential results of each solution
• Identify possible barriers that might prevent you from
applying a solution
• Identify actions to overcome such barriers

86. Solution Implementation
• Test possible solutions to determine their results

87. Solution Implementation
• Test possible solutions to determine their results
• Choose a group of employees with whom the solution has
an opportunity for the highest degree of success

88. Solution Implementation
• Test possible solutions to determine their results
• Choose a group of employees with whom the solution has
an opportunity for the highest degree of success
• Implement solutions slowly and deliberately

89. Solution Implementation
• Test possible solutions to determine their results
• Choose a group of employees with whom the solution has
an opportunity for the highest degree of success
• Implement solutions slowly and deliberately
• Implement the solution in different parts of the
company before introducing to the whole organization

90. Solution Evaluation
• Gather and compare results once you’ve applied the
solution

91. Solution Evaluation
• Gather and compare results once you’ve applied the
solution
• Document the outcome of every solution tried for
future problem-solving efforts

92. Follow-Up
• Use one-on-one interviews, focus groups, informal
discussions, reports and records to gather
information about your solutions

93. Follow-Up
• Use one-on-one interviews, focus groups, informal
discussions, reports and records to gather
information about your solutions
• Let employees participate in the information
gathering

94. Follow-Up
• Use one-on-one interviews, focus groups, informal
discussions, reports and records to gather
information about your solutions
• Let employees participate in the information
gathering
• Analyze findings and report them to employees and
senior management

95. Performance Coaching:
Collaborating