Business: Progress Reviews: Your Key To Effective Coaching

Progress Reviews: Your Key To Effective Coaching

Written by Susan Cullen

One of repparttar

most effective ways to help your staff succeed is to provide regular, consistent coaching throughout repparttar 103186

year. A Progress Review is a specific kind of coaching discussion, tied to repparttar 103187

employee’s Annual Objectives and Standards. It is an informal discussion in which repparttar 103188

manager coaches repparttar 103189

direct report to meet any unmet goals that are below target, and praises him or her for goals that are being met. Conducting progress reviews are a very important role for being an effective leader or coach. It is suggested that each of your direct reports receive a progress review discussion from you at least 2-3 times per year.

An outline of process for conducting a Progress Review is below:

1.Refer to repparttar 103190 annual objectives and standards previously developed. Give a copy to repparttar 103191 employee.

Can you create a company (or department) to fulfill your purpose?

Written by Mike Hayden

See full color web version at: http://www.SeniorManagementServices.com/pvt-102-purpose.html

Be sure to renew your PVT subscription before March 15th! Just cli'ck this link: mailto:Mike@SeniorManagementServices.com?Subject=Renewal-2005

I take part in a forum, a sort of Master Mind group of business people in several countries. In a recent teleconference, a well-known business consultant said, "Small businesses fall apart when it comes to strategy."

This led to a discussion of repparttar difference between strategy and tactics.

I then offered my views on repparttar 103185 difference -- and how that difference is implemented in my company. Some people said that strategy and tactics are repparttar 103186 same. Others said, "It's all semantics -- and who cares anyway!"

Well, semantics is repparttar 103187 relationship between words (or symbols) and their intended meanings. In my company, "tactics" and "strategy" have different but specific meanings.

Anyway, concurrent with all that, I was reviewing and updating my own purpose and goals. I noticed that during my brainstorming, I was not concerned with either strategy or tactics. I was simply brainstorming my purpose. From my Purpose, I created Goals. That was about it.

But sooner or later, I know that I must create some plans (strategies) to achieve my Purpose and Goals.

And I must take some steps (tactics) to make my strategies happen. So, I drew a diagram showing concentric circles, labeled Purpose, Goals, Strategies, and Tactics. See Diagram at: http://www.SeniorManagementServices.com/Images/bullseye.gif

OK. Suppose I wanted to organize a company to fulfill that Purpose and those Goals? Here's an example of how I would arrange repparttar 103188 company's Org Chart from repparttar 103189 top down. (Not all possible boxes are shown.) See Diagram at: http://www.SeniorManagementServices.com/Images/purpose-chart.gif

N0w, here's where repparttar 103190 fun begins because there is a phenomenon called inheritance (in my organization), where each subordinate inherits one of their manager's Tactical Objectives as his or her Strategic Objective.

In a moment, I will give you a link so you can study how we do that. Meanwhile...

============================================================ Focus on your Contribution and accelerate achievement of your Purpose. ============================================================

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