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Catalytic Coaching Introduction

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by

Shanna Beavers

on 13 July 2016

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Transcript of Catalytic Coaching Introduction

Catalytic Coaching
An Introduction

The Case for Change
10 Principals of Catalytic Coaching
Catalytic Coaching Creator, Gary Markle – and Energage
Energage, Inc. founder and CEO, Gary Markle, knew something was wrong nearly 30 years ago. After six hours of sweating it out in a small, unventilated Baton Rouge office where he had to deliver bad feedback to a good performer to justify management’s forced rankings, he realized there had to be a better way. Gary left the organization and began working on an altogether different tool for employee development, which led him to write the book “Catalytic Coaching: The End of the Performance Review.” He founded Energage in 1999 and built the team that now trains organizations to implement a more evolved approach to performance management.

The Head Coach
Gary Markle
Clearly Define, Limit and Prioritize Desired Business Outcomes
Focus on the Future
Redefine the Roles of Participants
Manager/Supervisor (Critic/Judge/Evaluator = Coach)
Employee (Evaluation Subject = Empowered Career Craftsman)
System Administrator (Process Policeman = Coaching Consultant)
Break Direct Ties Between Performance and Salary Administration
Make Messages Memorable
Limit, Prioritize & State Positively Improvement Items
Complete Forms for the Employee, Not About the Employee

Be Unflinchingly Honest
Say TO Them What You Tell Others ABOUT Them
Describe the Benefits of Accomplishing Each Improvement Item
Review & Approve All Performance Messages Two Levels Down
Know What Your Employees Want and Value
TRAIN Each Group of Participants on Their Role in the Process
Make Follow-Up EASY and QUICK, or it Won’t Get Done!

Next Steps
To request a customized proposal, please contact:

Mikellah Davis Makepeace,
Director of Sales and Marketing
678-951-0602 – office
706-897-2156 – cell
[email protected]

“People HATE performance evaluations. Employees find them demeaning and managers find them a profound waste of time.”
Two Main Reasons Why Big Companies Do Performance Evaluations:
Protect the Organization from Litigation
Justify Salary Treatment
A recent survey indicated that 70% of all companies have either just changed their performance evaluation process or have plans in place to change it.
If you do either of these things, you are likely to remain saddled with an underperforming performance management system:
Use an Overall Grade
Link Last Year’s Performance to This Year’s Salary Administration
We are a management consulting firm uniquely dedicated to Energizing and Engaging the human spirit at work.
Inspired by Dr. W. Edwards Deming and the Total Quality Management Movement, we are on a quest to rid the world of performance evaluations.
We give our clients a competitive advantage in the war for talent by helping them implement cutting edge strategies for performance management, talent identification, and leadership development with Catalytic Coaching.
We help them win by creating cultures where champions are inevitable; where employees are Energized, Empowered, and Engaged at work.
Any questions for me?
Some questions for you..
W. Edwards Deming, a founder of the modern quality movement, gave this advice about performance evaluations: “If your system does more harm than good, just stop doing them. That alone will be an improvement.”
Five Criteria for Evaluating a Performance Management System:
Change Behavior
Increase Motivation
Increase Retention
Increase Promotions
Minimize Legal Exposure
Salary Talk Basics
Budget
Compa-Ratio
Performance
Potential
We suggest separating Coaching Sessions and any Salary Talk

Full transcript

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