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Coaching for Improved Work Performance
Managing employees in today’s rapidly evolving workplace can sometimes feel like negotiating a minefield. Such recent new trends as flextime, telecommting, 360-degree feedback, the flattening of hierarchies, and the increased use of temps and contract workers present tough new challenges for supervisors in every field. This timely, completely revised and updated edition of Ferdinand Fournies’s classic management coaching "bible" shows you proven ways to get workers to perform at the highest level while eliminating the self-destructive kinds of behaviors that have become increasingly prevalent in recent years.
In this book, you’ll be taught specific face-to-face interventions you can use to enhance performance in every kind of workplace situation--from sales to creative brainstorming. There are also interventions uniquely suited to resolving problems ranging from low productivity to absenteeism to conflicts between individuals. You’ll learn precisely what to say and do so that each person you supervise will want to give you his or her best work--even when that person was previously thought to be a "problem employee." Packed with brand-new case studies from Fournies’s latest research into the dynamics of the modern workplace, this classic guide takes all the guesswork out of becoming the kind of inspired, "hands-on" manager that every company today is looking for!
In this book, you’ll be taught specific face-to-face interventions you can use to enhance performance in every kind of workplace situation--from sales to creative brainstorming. There are also interventions uniquely suited to resolving problems ranging from low productivity to absenteeism to conflicts between individuals. You’ll learn precisely what to say and do so that each person you supervise will want to give you his or her best work--even when that person was previously thought to be a "problem employee." Packed with brand-new case studies from Fournies’s latest research into the dynamics of the modern workplace, this classic guide takes all the guesswork out of becoming the kind of inspired, "hands-on" manager that every company today is looking for!
256 pages, Paperback
First published February 1, 1978
74 people are currently reading
362 people want to read
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Displaying 1 - 24 of 24 reviews
February 21, 2018
Could have been a blog post
As with most business books, it’s about 90% fluff.
It’s got some great high level concepts, but the implementation examples it gives just feel so...clinical. I can’t imagine any humans speaking to each other like that.
Read the chapter titles and section headlines and you’ll be set.
As with most business books, it’s about 90% fluff.
It’s got some great high level concepts, but the implementation examples it gives just feel so...clinical. I can’t imagine any humans speaking to each other like that.
Read the chapter titles and section headlines and you’ll be set.
April 8, 2015
I read the 1978 version of this book. It was a practical guide to behavior modification. Loved it.
August 29, 2022
My first day at one of my jobs was the worst experience ever. I spent my morning listening to the one who was “training” me talk about anything and everything other than the job itself (although I enjoyed our conversation - ha!). I was then thrust into a fast-moving afternoon with no instructions or point person to help me. My day then concluded with a guest slapping my rear as I walked by where he was sitting. I literally cried the entire way home. Now, many years later, I am able to comically reflect on that day, but if the circumstances in life would have been different than what they were, I am confident I would have quit after day one.
Unfortunately, throughout my years of coaching I see the same common issues in the workplace: 1) lack of training 2) unclear expectations, and 3) assumptions made. Ferdinand F. Fournies addresses each of these repeating job-offenders in his book Coaching for improved work performance as he helps the reader positively address each concern. He points out that one of the most common occupational hazards of managers is the “all-knowing” disease. This is when they think they know what is influencing the poor performance of an employee without truly finding out the facts involved or more importantly asking the employee directly.
Ferdinand highlights the importance of knowing that we don’t hire the person’s brains or values - rather we are renting their behavior. In order for them to understand the behaviors we want to see and the results such behaviors will provide, we must provide clarity as to what the expectations of such behaviors look like. Ferdinand shares that every employee is going to be different and therefore you have to treat each differently. Training isn’t going to be a cookie-cutter design but rather tailored to each individual in their learning styles, how they best communicate, and even identifying their motivational trigger. Ferdinand presents many ways in which an employee may be motivated, but dials in on the top influences being achievement or recognition.
Ferdinand goes on to comment on the lack of feedback employees receive on an ongoing basis. In efforts to overcome this setback, he provides a coaching analysis and even discussion plan to be able to walk through with the employee, thus providing clarity of expectations, open dialogue on challenges the employee is facing, and even goal-setting to best collaborate as employee/manager in attaining improved work performance and overall positive results in the workplace.
In the end, Ferdinand reminds us as leaders that our success depends on our success as a team, that an employee’s failure should be seen first as our own failure, and the riveting truth that we need our team more than they need us.
www.hollycurby.com/resources-list
Unfortunately, throughout my years of coaching I see the same common issues in the workplace: 1) lack of training 2) unclear expectations, and 3) assumptions made. Ferdinand F. Fournies addresses each of these repeating job-offenders in his book Coaching for improved work performance as he helps the reader positively address each concern. He points out that one of the most common occupational hazards of managers is the “all-knowing” disease. This is when they think they know what is influencing the poor performance of an employee without truly finding out the facts involved or more importantly asking the employee directly.
Ferdinand highlights the importance of knowing that we don’t hire the person’s brains or values - rather we are renting their behavior. In order for them to understand the behaviors we want to see and the results such behaviors will provide, we must provide clarity as to what the expectations of such behaviors look like. Ferdinand shares that every employee is going to be different and therefore you have to treat each differently. Training isn’t going to be a cookie-cutter design but rather tailored to each individual in their learning styles, how they best communicate, and even identifying their motivational trigger. Ferdinand presents many ways in which an employee may be motivated, but dials in on the top influences being achievement or recognition.
Ferdinand goes on to comment on the lack of feedback employees receive on an ongoing basis. In efforts to overcome this setback, he provides a coaching analysis and even discussion plan to be able to walk through with the employee, thus providing clarity of expectations, open dialogue on challenges the employee is facing, and even goal-setting to best collaborate as employee/manager in attaining improved work performance and overall positive results in the workplace.
In the end, Ferdinand reminds us as leaders that our success depends on our success as a team, that an employee’s failure should be seen first as our own failure, and the riveting truth that we need our team more than they need us.
www.hollycurby.com/resources-list
May 31, 2017
I like to learn a new topic by reading against a perceived or established orthodoxy. This book delivered. I'm losing a star because some of the examples of poor work performance are offensive in 2017. However, I feel the systematic lessons break through this infelicity. There are a few extremely practical processes that demand the copy machine.
In essence, the message of the book is that there is a methodical way for managers to improve their reports' poor job performance, when simple requests to improve aren't working: coaching.
Identify the problem
Get report to agree it is a problem
Ask for a specific change to work behavior
Follow up with positive reinforcement to confirm improved behavior
All these topics are covered in more than reasonable detail, with examples. Some of the stories are dated or sexist (for example, how to get an emotional secretary to stop crying in the middle of a coaching session, or how to get a sad sack to stop drinking his sorrows at lunchtime), but you can use your imagination to apply the lessons.
It spells out the ways performance can go awry, and asks the manager to be comprehensive in their understanding before coaching.
It also draws a useful distinction between understanding someone's mind and asking for specific behavior. Work behavior is a useful middle ground that the manager and worker can agree on neutrally. The manager doesn't have to judge the path the worker takes to victory mentally or emotionally, although they could support the worker in those dimensions. All they can really demand are external results.
The flowchart for identifying the root cause of poor work performance must be copied, as well as ways to create a performance improvement plan, a script for coaching discussion, and means of following up. All these tools help keep the manager honest, and force them to tie problems to concrete data and measure success the same way. As a worker who has experienced lesser versions of coaching in the past, I couldn't ask for more in the future from my boss.
In essence, the message of the book is that there is a methodical way for managers to improve their reports' poor job performance, when simple requests to improve aren't working: coaching.
Identify the problem
Get report to agree it is a problem
Ask for a specific change to work behavior
Follow up with positive reinforcement to confirm improved behavior
All these topics are covered in more than reasonable detail, with examples. Some of the stories are dated or sexist (for example, how to get an emotional secretary to stop crying in the middle of a coaching session, or how to get a sad sack to stop drinking his sorrows at lunchtime), but you can use your imagination to apply the lessons.
It spells out the ways performance can go awry, and asks the manager to be comprehensive in their understanding before coaching.
It also draws a useful distinction between understanding someone's mind and asking for specific behavior. Work behavior is a useful middle ground that the manager and worker can agree on neutrally. The manager doesn't have to judge the path the worker takes to victory mentally or emotionally, although they could support the worker in those dimensions. All they can really demand are external results.
The flowchart for identifying the root cause of poor work performance must be copied, as well as ways to create a performance improvement plan, a script for coaching discussion, and means of following up. All these tools help keep the manager honest, and force them to tie problems to concrete data and measure success the same way. As a worker who has experienced lesser versions of coaching in the past, I couldn't ask for more in the future from my boss.
February 21, 2021
When what is said is so practical and specific, it is under risk of becoming questionable sooner than later. This first edition of this a book written in the late 70s about coaching with very practical schemes and examples. But it seems to suffer from aging. Aging of the presuppositions about work relations, market, psychology and behavior.
Some advices are too pragmatic and work very well based on the principles presented in the book, but I don't see myself relying too much on those principles to guide my work practice. Not that they are plain wrong. It's just that following those principles makes you ignore complexity.
The book has the merit of being pragmatic (often with generous use of sarcasm). Also it's loyal and consistent to principles presented inside itself. It has some interesting cases which try to come as close a possible to reality with verisimilar characters and reactions.
If you are just starting in a management position and you know you are more of an agreeable/open type like me, then it is useful to have a practical, down-to-earth model for coaching like the one presented in the book. But once you've become one thing with this book, go ahead and get to know other good practices and coaching models that have been studied since the publication of this book.
Some advices are too pragmatic and work very well based on the principles presented in the book, but I don't see myself relying too much on those principles to guide my work practice. Not that they are plain wrong. It's just that following those principles makes you ignore complexity.
The book has the merit of being pragmatic (often with generous use of sarcasm). Also it's loyal and consistent to principles presented inside itself. It has some interesting cases which try to come as close a possible to reality with verisimilar characters and reactions.
If you are just starting in a management position and you know you are more of an agreeable/open type like me, then it is useful to have a practical, down-to-earth model for coaching like the one presented in the book. But once you've become one thing with this book, go ahead and get to know other good practices and coaching models that have been studied since the publication of this book.
November 6, 2016
Absolutely an incredible tool.
The premise is that the employee/employer relationship is based on rented behavior. Never thought of it that way and after reading this have a new clarity on behavioral expectations.
ALL BEHAVIOR IS A FUNCTION OF ITS CONSEQUENCES. BOTH POSITIVE AND NEGATIVE.
The premise is that the employee/employer relationship is based on rented behavior. Never thought of it that way and after reading this have a new clarity on behavioral expectations.
ALL BEHAVIOR IS A FUNCTION OF ITS CONSEQUENCES. BOTH POSITIVE AND NEGATIVE.
August 12, 2020
Some issues with the author's tone and as others have stated, elements of the book have not aged well.
But the simple focus on modifying problematic behaviors to get better results is clear and helpful.
But the simple focus on modifying problematic behaviors to get better results is clear and helpful.
January 29, 2022
This is a must read for anyone in a management role.
Real world examples make this book easy to understand and soak in. I have already started looking at people's behavior in a different way!
Real world examples make this book easy to understand and soak in. I have already started looking at people's behavior in a different way!
April 28, 2019
Poses the kinds of questions a coach should be asking their team member. Sometimes self-evident, but still serves as a good reminder of how to lead others.
June 23, 2020
3.5 Stars
June 16, 2021
Language is a little dated, but the techniques are great, and very useful.
June 20, 2022
Read for work. Decent ideas but almost strictly for supervising managers of established companies and sales.
August 1, 2019
There are several things that I enjoyed about Coaching for Improved Work Performance.
The first is that the author is very sarcastic in the text. It's a hard tone to convey, but the author does it effectively. While I enjoyed this, it's not going to be for everyone.
I also enjoyed that the book makes one very strong point: as a manager, your job is to manager anyone who reports to you. It seems simple enough, but it seems to be a point often lost these days. Yes, it's important to ensure your reports are happy and that you're giving them the chance to learn and grow (especially in software, my field), but also, at the end of the day, you need to get results and manager them. As Fournies puts it, you're renting their behavior, ensure it's the behavior you want.
The book is really focused on one thing: how will you know when you need to have a tough conversation with someone or else they will need to be fired? To help make this determination, a clear flow chart is laid out of all the steps it takes - all the ways an employee might not even be aware of how they are screwing up, and the steps you should take to fix it before that tough conversation.
And then if you get to that conversation, the book gives clear examples and formats you can use. It's not left to the theoretical, but gives a clear framework you can follow. And that's the best part of the book: it's practical and to the point. It'll likely help you become a better manager.
There are downsides to the book: some of the examples are dated and can come across as sexist; not examples I'd choose in this day an age (such as a male exec giving feedback to his secretary on some of her actions). As noted, the author's sarcastic stance, while I enjoyed it, won't be for everyone.
If you're looking for a book to help you know how to ensure your employees are performing as they should, this book is a good start.
The first is that the author is very sarcastic in the text. It's a hard tone to convey, but the author does it effectively. While I enjoyed this, it's not going to be for everyone.
I also enjoyed that the book makes one very strong point: as a manager, your job is to manager anyone who reports to you. It seems simple enough, but it seems to be a point often lost these days. Yes, it's important to ensure your reports are happy and that you're giving them the chance to learn and grow (especially in software, my field), but also, at the end of the day, you need to get results and manager them. As Fournies puts it, you're renting their behavior, ensure it's the behavior you want.
The book is really focused on one thing: how will you know when you need to have a tough conversation with someone or else they will need to be fired? To help make this determination, a clear flow chart is laid out of all the steps it takes - all the ways an employee might not even be aware of how they are screwing up, and the steps you should take to fix it before that tough conversation.
And then if you get to that conversation, the book gives clear examples and formats you can use. It's not left to the theoretical, but gives a clear framework you can follow. And that's the best part of the book: it's practical and to the point. It'll likely help you become a better manager.
There are downsides to the book: some of the examples are dated and can come across as sexist; not examples I'd choose in this day an age (such as a male exec giving feedback to his secretary on some of her actions). As noted, the author's sarcastic stance, while I enjoyed it, won't be for everyone.
If you're looking for a book to help you know how to ensure your employees are performing as they should, this book is a good start.
April 23, 2019
I had to read this book as a manager at Bristol-Myers Squibb in 2000. I recommend it to others, for the same reason it was part of my matriculation.
January 28, 2016
Review circa November 2011:
Held onto this book for a while as I've found a ridiculous amount of good stuff in here I'm now attempting to execute with my team.
Easily a book I can leave on my desk and refer to in situations to help address certain things. Contains a bunch of charts/graphs that I've actually printed out and given to management to easily deal with common problems.
Slightly long read, with small text and many pages it takes a quite in-depth approach on the subject which may not be everyone's favorite reading-style, but definitely a must-read for anyone who wants to improve their teams work performance - hence the title!
Information regarding "Why don't people do what they're supposed to do" and "How to run effective coaching sessions" are priceless. Recommended for team leaders/managers.
Held onto this book for a while as I've found a ridiculous amount of good stuff in here I'm now attempting to execute with my team.
Easily a book I can leave on my desk and refer to in situations to help address certain things. Contains a bunch of charts/graphs that I've actually printed out and given to management to easily deal with common problems.
Slightly long read, with small text and many pages it takes a quite in-depth approach on the subject which may not be everyone's favorite reading-style, but definitely a must-read for anyone who wants to improve their teams work performance - hence the title!
Information regarding "Why don't people do what they're supposed to do" and "How to run effective coaching sessions" are priceless. Recommended for team leaders/managers.
December 10, 2015
This is a very straightforward behavioral-based book that promises clear results if clear action is taken. While I'm not in love with the style or some of the content, Fournies has made me look at behavior (both good and bad) as the only thing that can be measured and/or controlled.
That model seems to work well for executive or business coaching, but may not hold water when it comes to personal coaching. It's an interesting read, though, and has given me a whole new perspective on the work I do on a daily basis.
That model seems to work well for executive or business coaching, but may not hold water when it comes to personal coaching. It's an interesting read, though, and has given me a whole new perspective on the work I do on a daily basis.
June 10, 2008
A decent management book, the while anti-mind, behaviorist bias of management is pretty interesting. This whole idea that since managers aren't psychologists, they should stick to basic behavioral modification using primarily positive reinforcement seems kind of outdated to me.
March 13, 2009
Kind of simplistic. There was nothing written here that you couldn't figure out on your own if you thought about coaching long enough.
June 17, 2009
A colleague loaned this one to me, and it's filled with practical tips and good research. Makes me wish I'd paid more attention in Psychology 101 class.
December 16, 2009
Excellent read for managers or to-be managers with direct reports. It provides practical guidelines on how you can coach employees who have performance issues.
Read
March 15, 2011This is a great book about managing and working with employees. It could also be used as a parental guide, to a degree.
May 4, 2012
So surprised that this was actually a good read.
June 19, 2016
Excellent coaching advise for new managers.
Displaying 1 - 24 of 24 reviews