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a minimum level of performance but will not be enough for people to deploy their discretionary effort and produce real results However, if we get the hygiene factors right and then move on to work on getting a balanced PLE triangle the chances of success greatly improve House and Dessler s path goal theory suggests that people are always moving towards a goal, which is intended to satisfy a need Understanding individual goals and needs offers powerful ways to get the blend of motivators right In any event you probably have little scope to change Extrinsic motivation and are better advised to work on promoting people s sense of Intrinsic motivation and that means getting the PLE triangle in balance In adding this thinking to our model which appeared at Figure 23 we can see that coaching is about removing or reducing interference and achieving a balance between performance, learning and enjoyment The problem with models though is that they present the world in over simplistic terms I am not suggesting that if you reduce interference on Monday and promote PLE on Tuesday that all your people issues will be solved by Wednesday! Nevertheless the model does give insight into the conditions necessary to achieve lasting performance:
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Belief People perform when they believe they can For this to be the case we need to make sure that they have been trained in the knowledge and skills they need to undertake their roles and that more importantly they are not being held back by negative internal interference Coaching will reveal gaps in knowledge and skill and identify the sources of internal interference It will also enable people to nd their own way of dealing with issues in these areas
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Desire People perform well when they want to People may be compelled by fear or inducement to perform at a minimum level but to tap into really high performance we need to heed the lessons in motivation outlined in the chapter
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Willingness Finding a way to perform well in some ways requires people to take a risk; it s moving them outside their comfort zone As coaches we need to support this move and encourage them to give it a go; to take a calculated risk without fear of recrimination Time now to get practical and see how coaching, as a particular communication tool, can enable us to bring these conditions about
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PEAK COACHI NG MODEL P T 3 COACHI NG AN D COMMUN I CATION
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C O A C H I N G I S C O M M U N I C AT I O N Let s start with our next coaching law:
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5TH LAW Of COACHING Your team view you as their coach, whether you like it or not
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I realise that this is a bold assertion, so let me explain what I mean At any time your work requires you to achieve results through others, you are a leader, ie people will take their lead from you You may have a formal position as a director, manager or team leader and have a line management relationship with a permanent team Alternatively, you may be a project manager, consultant, HR Business Partner or any role which requires an in uence over
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people The situation is irrelevant, any time your work requires you to achieve results through others, you are a leader Now, there has been more written on the nature of leadership than I could possibly summarise here, but few hard and fast facts have ever really emerged Debates still rage about whether leaders are made or born and the similarities and differences between management and leadership To me, however, one thing seems certain Leadership is asserted through our ability to communicate This is in part to do with winning hearts and minds and outlining a compelling vision or strategy It is also to do with an ability to relate to people, to understand them and to help them realise their potential This of course is also the nature of coaching and it is this that makes the law hold true Your people, whoever they may be, are looking to you to help them perform, however that performance be de ned or measured To be a leader is to be a coach, they are interchangeable You have always been your people s coach although neither of you may have used that term This is not surprising as we have had coaching for years but it has only recently been given a label It follows that if leadership is all about communication then so is coaching To begin with let s look at some of the different ways we go about communicating at work The following diagram, Figure 31, is based on the well-known model by Tammenbaum and Schmidt [20]
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