Business Coaching Competence in Practice: The Performance Review

Hooray, finally another performance review! Only very few managers will react like this to such an upcoming meeting with an employee – despite much training and preparation. For most, it is a tiresome and unpleasant obligation. But with easily applicable competences in Business Coaching, this obligation soon becomes a pleasure, with sustainable benefits and great potential for both sides of the dialogue, if the following principles are observed:

Motivate your employee by interaction and appreciation

Use the performance review to find out how your employee feels:

– What drives my employee? What matters to him/ her?
– What demotivates my employee? What changes for the better are absolutely indispensable?
– What tasks bring him/ her into a state of “flow”?
– What are the employee’s personal and professional visions?
– What does the employee like about the organization, the processes and the cooperation?
– What would the employee improve? How would he/ she do it? And is the employee willing to assume initiative and responsibility for it?

Method for the employee: Outline a 20-items list before the meeting: In which areas do I perform well? What do I like to do? What do I absolutely dislike to do?

Position yourself as a trustworthy and charismatic leader

Show understanding for and confidence in your employee’s goals and visions:

– What – in terms of specific goals – can be implemented quickly?
– How can I, as a superior, support my employee in attaining his/ her goals?
– How can we realize ideas/ goals/ visions together?
– Do I, as a superior, have additional ideas?
– What is my employee’s best potential for future development?

Method for the employee: Define your own competencies: What is my explicit motivation, what is my implicit motivation, and what are my genuine talents?

Create the basis for sustainable and efficient cooperation

Outline a plan of implementation regarding performance, development and vision together with your employee and record it in the form of a target agreement:

– What, from my view as a superior, can be improved in the mutual cooperation?
– What are my expectations towards my employee?
– How can my employee’s and my expectations be aligned and integrated?
– How can I contribute to developing the employee?
– What will be our next steps and what are our agreements?

Method for the employee: The SMART “miracle question” – outline your specific vision with the SMART implementation plan.

Tips from a senior business coach*:

– Show interest and empathy! Be human! Make sure that the appraisal meeting does not turn into a Q & A session or even an “interrogation”.
– Communicate a positive perspective! Speak with your employee trustfully, honestly and optimistically. Above all, let your employee speak and listen actively.
– Meet in a neutral place! This guarantees equivalence: Any “sparring” works best when it’s honest.
– Be the one who sets the good example! It’s not you who is driving the process; it’s your employee shaping it. Merely point out options and framework conditions.

*Excerpt from “Business Coaching-Praxislehrbuch” (Practical Manual of Business Coaching) by Prof. Dr. Evelyn Albrecht, de Gruyter.

About Prof. Dr. Evelyn Albrecht 24 Articles
Prof. Dr. Evelyn Albrecht is the program director of the certified study course “Business Coach” at MBS, also conducting the course herself. She studied natural science, business administration and philosophy. Following this, she acquired extensive experience on the top management level in various international companies for 15 years. For over ten years, Albrecht has worked as a coach and author; she is the Senior Coach of DBVC and QRC. Additionally, she is a member in many international coaching associations. As a professor for company and project management, she presently works as a teacher and researcher. Lecturer Profile