When addressing “coaching for performance,” the first thing Freescale does is define what the term means to the company. In essence, how does a manager take advantage of an opportunity to teach, not in a negative or positive way, but rather by recognizing the ability to improve an employee. The definition of coaching and understanding its importance must be imbedded in the culture. After that, you can then teach how managers to coach.
An example of a managerial shortcoming is that many times managers say ”you did a good job” but don’t discuss the specific positive behaviors or how to replicate them. To imbed coaching in the culture, conducting coaching classes is part of Freescale’s manager curriculum at all levels. They want to create a culture of development for employees, both in their job role and outside the company. They recognize that the only way to get there is to have managers be good coaches and help the employees develop through recognizing the existing support structures and opportunities for growth.
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