1.5 - About University

End with goal achievement.✔ Coaching ends when the performance gap is closed orthe short-term goals are achieved.End when vision is achieved.✔ Coaching ends when significant movement is achieved in thedirection of the long-term goal.B LINKING AND HIGH PERFORMANCEThe most effective time to offer coaching to high-performers is at significant change points—in their careers, their organization, or the business environment. Find or create a situation thatcauses the high-performer to blink. This has to be a situation that presents a serious challengeto the high-performer’s ability to continue stellar performance, and also presents an opportunityto achieve significant returns to the business. The blink point may be the performer’s needto overcome a performance plateau or to reach a higher skill level. As one high-performerobserved at such a career point, “The skills that got me here will now get in the way of my success.”Blink-causing situations vary from person to person, but the opportunities abound:➜➜➜➜➜➜Changes in job scope, when it is no longer possible to rely on the same old ways ofdoing things (e.g., the high-performer who used to have 8 people reporting to him orher and now has 150).Change in responsibility (e.g., a move from responsibility for cost or revenue toaccountability for profit).Change in exposure level (e.g., the boss used to protect the high-performer from theconsequences of error, whereas he or she now has true decision-making responsibility).Change in organizational philosophy (e.g., the high-performer used to compete withother departments but is now expected to work in partnership internally and competewith other companies).Change in the market (e.g., customers now think your product is a commodity, whereasit used to be unique).Change in career progress (e.g., disappointment at being passed up for a key promotion).Odd as it may seem, smart and successful people are often not good at learning outsidetheir areas of competence. While they are being successful and getting all kinds of positivefeedback, it is very hard to talk with them about another career path or new ways of doingthings. Taking a novel path requires the ability to see the path, awareness of the need for takingthe new path, and the courage to risk failure. Successful people don’t have much experiencewith failure. Consequently, they are at times unsure of their ability to cope if they fail atsomething important. [☛ 15.2 Emotional Intelligence]H OW TO USE THIS LEADERSHIP TOOL“The literature on employee coaching represents a consistent theme: coach the employee who fails to meet standards,reward and praise the employee who meets or exceeds standards.”—Lyle Sussman and Richard Finnegan: “COACHING THE STAR”Coaches can help high-performers make use of challenging situations in a way that forges newcapabilities and a deeper level of confidence. Coaches do this by helping the high-performerreflect on his or her life goals and purpose, choose which challenges to engage, identify new396 SECTION 13 TOOLS FOR LEADING PERFORMANCE