How to Coach Yourself and Others Techniques For Coaching | Página 305
weekly, monthly, and quarterly assessments of the team member’s
performance, just as the team member is obligated to exert the daily,
weekly, monthly, and quarterly efforts set forth in the covenant.
Constructive confrontation is about holding team members accountable
for the habits, skills, and activities they need to engage in to fulfill their
covenant. The who, what, when, where, why, and how covenant needs
to be confronted frequently so that the conversation and commitment it
is based on remain clearly defined and free of ambiguity. When the time
comes to deal with adherence, and that time comes at regular, predefined intervals, there’s no reason not to couch the confrontation in
positive terms of staying on track to fulfill the emotional purpose
agreed to in the beginning.
Once-per-year performance reviews aren’t nearly enough. Daily,
weekly, and monthly constructive, confrontation is a team leader’s
most fundamental responsibility to him- or herself, team members, and
the well-being of the entire organization. Confrontation, in the form of
coaching, encouragement, and accountability is an essential tool in a
team leader’s skill set.
A crack in the leader’s commitment can cause a dam break on the part
of the team member’s commitment, and rightly so. It’s as important for
the leader to be consistent as it is important for the leader to stay
positive. The bond between team members and the team leader is
cemented by trust. Nothing builds and sustains trust more than
consistent behavior over time. A major element of the initial
conversation, commitment, and covenant is the promise made by the
leader, on behalf of the organization, to each team member. Placing a
high priority on following through on that promise is imperative to
build and sustain trust.
Celebration
One common mistake made in business is taking small
accomplishments for granted. Another mistake is celebrating only
extraordinary achievements. The commitment, confrontation,
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