Catalytic Coaching: The End of the Performance Review

by Garold L. Markle

After two decades of hands-on experience with performance management systems in some of the world's most well recognized organizations, Markle has come to propound what he calls a universal law of modern business. People hate performance reviews. Drawing upon his studies of and experience with systems theory and illustrating his points with real-life examples, Markle explains why employees and managers both have come to regard the ubiquitous performance evaluation as industry's poorest performing, most ineffective, and least efficient personnel practice. By digging down to its roots, he helps us understand why attempts to correct the flawed system fail. He provides an innovative way to measure their ineffectiveness and inefficiency and then introduces his catalytic coaching to replace them.

Markle shows how his system is superior to others in five key business 1) positive behavioral change; 2) motivation to work hard; 3) retention of key contributors; 4) internal promotions and succession; and 5) prevention of and protection from lawsuits. Not only is catalytic coaching more effective, it is also more it requires far less time and paperwork to implement and maintain. Markle gives his readers all of the forms, instruments and detailed instructions they need to operationalize his system. Business executives, senior HR professionals, and organization development specialists will benefit particularly from his presentation, as will other managers, executives, and supervisors, all of whom must learn to take ownership of their responsibilities to their organizations and themselves.

Genres: Business

Hardcover

First published January 30, 2000

Reviews

[Daeus · Rating 4 out of 5]

This book is like one big thorough, logical argument. It breaks down so many components of coaching and evaluation and is like a Dunning Krueger effect antidote. It was surprisingly easy to read and very thoughtful.

- Three big questions:
Contribution: what have you (the employee) done for us (the organization) lately? [Accomplishments, disappointments]
Improved capacity: what have you done for yourself lately? [Skills, experiences, relationships that aid productive capacity]
Development Needs: what do you want to be when you grow up? [1-2 years, 5 years, top job aspirations].

[Alex Chiang · Rating 4 out of 5]

Perhaps the best book I've read on how to perform one of the most important aspects of line management, which is how to coach employees for high performance.

Definitely skim sections I and II, since all they do is spend time arguing against traditional ranking and rating systems (and you probably already think they suck); the good stuff comes in sections III and IV.

This goes up there with Andy Grove's High Output Management book as something to refer back to repeatedly.

[Daniel Wagner · Rating 4 out of 5]

A decent book especially for a sales pitch to use their system. Gives solid advice in general for how to conduct performance reviews even if you do not use their system.

[Dave · Rating 4 out of 5]

The software industry would benefit using methods advocated by this book.

[Stephanie · Rating 5 out of 5]

This book isn't a page turner (are any business books page turners?), but it is a gold mine! I read this book in preparation for taking a weeklong course in catalytic coaching. We are implementing this program in my organization and can't wait for the incredible results!

[Xavier Shay · Rating 4 out of 5]

Plenty of ideas for me to use.