Warning: count(): Parameter must be an array or an object that implements Countable in /home/customer/www/eloisetzimas.com/public_html/wp-content/plugins/bb-ultimate-addon/classes/class-uabb-helper.php on line 309
Increase Employee Performance And Profits In 90 days -

Increase Employee Performance And Profits In 90 days

Follow the 5 Laws of Coaching listed below and you’ll recognize that coaching is likely the most effective way to build employee engagement, skills, motivation, performance and profits.

While there are other ways to build skills, such as external or internal training, most of them will require a significant level of resources. The resources required may be an investment in time, money or more frequently both. When delivering training, coaching can be seen as a vital component of embedding new behaviours and skills in the workplace, post training.

Coaching when you know how to do it properly, can take you only a few minutes of your time and requires no additional resources or money invested in it.

Coaching is in fact quick and easy to do — once you know how. Of course, there are some traps you want to avoid. Like any skill, coaching can be improved through experience and effort. But once you decide to begin coaching your people your coaching skills — and the results you see — will improve rapidly.

So what is coaching? “Coaching is a conversation”. It’s that simple!  It’s so effective when applied regularly with your sales people, contact centre frontline employees, support team, and other stakeholders that you may engage with.

• Coaching is about conversations and human beings.

• Coaching is about connecting with your employee at a deeper level.

• Coaching is about empowering, engaging and supporting your employee to success.

• Coaching is about inspiring people to be their best.

• Coaching is also about having courageous conversations with employees to get them back on track.

So many leaders confuse coaching with mentoring, or performance management, or coaching is only used for underperformers.

That’s not true. During my 15 years of coaching clients and designing coaching programs for teams and organisations, coaching has been misunderstood.

There are four key conversations you can have with your employee:

1. Coaching conversation for high performance

2. Coaching conversation for under performance to get back on track

3. Coaching conversation on the job – in the moment coaching

4. Courageous coaching conversation for low-engaged employees

Now that we’ve established that coaching is a conversation, let’s look at the how.

Again this is simple, use a model that assists with the conversation, there are various model to use, dependent on the conversation you’re having, but here’s a model I have used, especially when encouraging a step change in performance and results with an employees.

It’s a coaching Conversation Model. Each step uses a series of questions that take you to the next step.

The following explains each part of the model. The Coaching Conversation Model:

1. Establish Focus. – Objective of coaching session, or agreed outcome.

2. Discover possibilities – Exploring possible pathway to the outcomes

3. Plan the Action – Of all the options what’s most compelling to take action on.

4. Remove the barrier – what could get in the way

5. Recap and wrap up- Agreement and accountability

Coaching is not a one off meeting, taking the time and meeting regularly with your sales reps, retail employees, new employees just through an induction program all around performance is vital to having a motivated, engaged, empowered team.

And finally here are 5 laws of Coaching that you want to always follow:

Law 1

Pre-Coaching Activity – Prepare, prepare, prepare

• Have the facts and figures that you need, get clear of your objective

• List your expectations of both parties up front

• Toolbox at the ready – have templates and any tools you need for the session ready.

Law 2

Build a Relationship of Mutual Trust.

The foundation of any coaching relationship is rooted in the manager’s day-to-day relationship with the employee. Without some degree of trust, conducting an effective coaching meeting is impossible.

Establish Focus – Clear goals for the coaching session.

• Identify employee goals and outcomes

Law 3

Explore possibilities and encourage, empower and acknowledge your employee’s performance, attitude, results, etc.

• Employees generally value having a coaching session that helps them grow and stretch. Spend most of the time actively listening and ask questions rather than tell. On occasion make suggestions if the employee needs help.

Law 4

Plot the roadmap of actions

• Write down the key points of the session, especially the actions being committed to by your employee.

And remove barriers that can stop the employee achieving their goals or outcomes. Identify what’s missing, what resources they need and what could get in the way of their success.

Law 5

Wrap-up and agreement

• Set up accountability measures, check-ins and next coaching session.

Always commit and keep the coaching session you’ve scheduled with your employee.  I’ve seen manager’s reschedule employee coaching sessions numerous times, because something else, more important has taken precedence. This will result in the employee not feeling valued. Without fail performance starts to decline.

For more information on coaching or to enquire about our customized coaching program for new managers you may contact:

Eloise Tzimas


Leadership Development; Group Coaching, Workshop Facilitation


0800 288 488 (NZ only)



Leave a Comment

Your email address will not be published.