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Coaching for Improved Work Performance, Revised Edition |  | Authors: Ferdinand Fournies, Ferdinand F. Fournies
Publisher: McGraw-Hill
Category: Book
List Price: $16.95
Buy Used: $0.88
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Seller: airportplacebooks
Rating:  25 reviews
Sales Rank: 79,696
Media: Paperback
Edition: 3
Pages: 240
Number Of Items: 1
Shipping Weight (lbs): 0.9
Dimensions (in): 8.9 x 5.9 x 0.8
ISBN: 0071352937
Dewey Decimal Number: 658.314
UPC: 639785314295
EAN: 9780071352932
ASIN: 0071352937
Publication Date: November 15, 1999
Availability: Usually ships in 1-2 business days
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| • | ISBN13: 9780071352932 | | • | Condition: New | | • | Notes: BUY WITH CONFIDENCE, Over one million books sold! 98% Positive feedback. Compare our books, prices and service to the competition. 100% Satisfaction Guaranteed |
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Product Description
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!
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| Customer Reviews:
Showing reviews 1-5 of 25
 My success using Coaching. March 18, 2002
John A. Wilson (Archbold, Ohio)
8 out of 8 found this review helpful
As a consultant for small companies, I have found using Ferdinand F. Forunies' book,"Coaching for Improved Performance" an outstanding success. It has been very well accepted and an easy read for "Leads". The Coaching Analysis prepares them to then know when to use the Coaching discussion. New people to the supervision field come not knowing what to do. After reading the book and seeing the "Face to Face" video are ready to be trained in working with their employees for improved performance. I have not found any material that comes close to this material as a training vechical. I have used this material for over 15 years.
Rarely in life can you find a management book you can use!!! June 18, 1999
8 out of 10 found this review helpful
This is one book that delivers exactly what it promises: a method for bringing non-performers off of the fence and in to the game. The coaching process as spelled out in this book takes all of the awkwardness out of the usual face-to-face discussions that we use in an attempt to improve performance levels. There are many themes that run throughout the book that many managers need to come to grips with: managers are not as effective at managing people as they are processes; employees fail because their managers have failed to give them more constructive alternatives in place of their self destructive behaviors; effective interpersonal communication is vital to improving work performance; and theories of motivation cannot help you increase the level of buy-in your employees have in your plan. This book is a must read for every manager who has finally realized that you win through people and sincerely wants to know how to do it.
Highly Recommended! December 1, 2004
Rolf Dobelli (Switzerland)
3 out of 3 found this review helpful
Novice and experienced managers, coaches and teachers, and anyone else who wants to influence other peoples' behavior or performance will benefit from Ferdinand F. Fournies' book on coaching. He describes specific intervention tactics and shows how to apply them. Use this manual to eliminate managerial frustration. It can be your stepping stone to creating a successful, high-performing department. Fournies' concepts can help even seasoned managers deal with difficult staff, solve problems in their departments and achieve greater results through their employees. If you are a new manager or wish to be one, this essential resource and training tool is required reading. We also recommend it as a strong addition to any management curriculum.
Coaching for improved work performance July 11, 2004
1 out of 1 found this review helpful
If you are responsible for the day-to-day supervision or management of human resources in your company this book is a must. This book will help you deal with your employees performance and redirect their behavior in ways not taught in a traditional classroom setting. This book, from a legal and humane perspective, outlines the perfect way to manage a group of people, shedding the need to deal with attitudes or personalities and dealing with the behavior-based performance issues that result in measurable improvement. Your employees and your company will greatly appreciate the techniques outlined in this book, and it will keep you out of trouble at the same time. If you are in management of people, this is the most important book you can ever read. More important than any other single managerial aspect, redirecting people's behavior through coaching is your prime respponsibility. You get paid for what your people do, they are your scorecard. You do not have to be an expert in whatever aspect of the business you are engaged, you must get things done through others and help them be successful. Your people are your experts, and when they fail, you fail. This book should be required reading in every college management program, simply because this book encompasses the real nature of what managers will be getting paid to do for the remainder of their careers. Buy it. You won't be sorry.
A Must-Have Book for Any Manager / Leader / Mentor November 29, 2008
Lisa Shea
1 out of 1 found this review helpful
The key focus for any person in a management, leadership, or mentoring position should always be to help their employees be as fulfilled as possible. In many ways that is the definition of management - that the manager's main task is to manage people. It is their duty, their job to help those they are managing. Many managers lose track of that - they yell at their employees, mistreat them, and work them to the bone. This then results in the employee's losing motivation or even quitting. Rather than the boss' activities helping his company, he is actually causing serious harm.
This book helps to remind all who have responsibility for people that they need to take that responsibility very seriously.
First, the book goes over the basics of what it means to be a manager. A manager achieves results through others. It is what the manager's *reports* do which is important. Therefore, a manager must do everything he can to help his reports succeed. If an employee fails, it's really the manager who has failed.
Each employee (typically) only has one manager. Therefore, as challenging as it might be, a manager must treat every employee as if she was the only one. This can be tough! If a manager greets 20 employees during a morning, the 20th greeting must be as honestly sincere and warm as the first. A manager who "wears out" and gives that 20th employee only a half-hearted HI is not giving that "last employee" their fair share. Your task as a manager is to make the effort to care for all employees as well as you can, to learn the techniques to help them succeed.
Every employee needs recognition, needs to be shown when they are improving. Even "failing less frequently" is very important. A manager doesn't have a PhD in psychoanalyzing. You can't pretend to be a therapist. Your job is to fairly provide them with all the options you can, explain their tasks, praise them when they succeed.
Labeling people tends to restrict your options with them, and should be avoided. If you call someone "lazy" then you tend to treat them in a certain way which can greatly hinder their ability to succeed. Rather than falling back on labels, treat each person as an individual and work with their specific needs and situations.
Managers who call their workers "lazy" or "unmotivated" often haven't taken the time to really understand the situation. The book gives MANY examples where a manager made that sort of judgement about a person - and then further investigation found something quite different to be the cause. For example one manager thought his truck-packing people were careless, but actually boxes were being thrown at them so quickly that they had no choice but to stack them haphazardly.
Employees tend to do the best they can in a given situation. You as a manager might look at someone and say "why in the world did they not create a full report? They only gave me half of what I wanted." In many cases, though, the employee honestly thinks they are giving you everything you need. If you sit down and create a checklist with them, and ensure they follow it, that can often help. That way they really do know what you want. Another thing the book reminds you is that humans crave attention. It might be that the only time you pay attention to certain people is when they make a mistake! They might subconsciously be making mistakes to get that attention.
Your task as a manager is to help them see all their options, to learn about new alternatives. You need to help them know when they are on the right path by providing specific, positive, prompt feedback on anything good they do. If you find something negative going on, you need to work to change that *behavior* - you can't ever change a person.
Another issue the book brings out is that people rarely hear - verbatim - what you say to them. Their mind is constantly thinking and interpreting and guessing. So most of what the book teaches as your technique is to work conversations so that they are complete sentences. This technique works well for relationships too! You should never ask "yes/no" questions. You should phrase your responses so you repeat back their sentiments, so that they become more fully understood. You should phrase questions or comments to them so that they then explain the idea back to you.
If you find all of this to be "common sense" that you could use no help with, then congratulations! You're in the 1% of the population who is an ideal manager and needs no help. However, for the rest of us 99% people, even if some of this seems familiar, the "how to" for dealing with difficult situations alone is worth the price of this book. What I've described above isn't even one small part of what the book steps you through.
Highly recommended!
Showing reviews 1-5 of 25
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