What are the most important performance evaluation practices in Business Coaching?

Come?o pela análise de perfil comportamental. Gosto de adotar critérios de avalia??o mas, sou flexível para entender que cada mentorado(a) tem seu processo de desenvolvimento. Por isso, inicio apresentando o objetivo do trabalho e busco saber qual é a melhor forma de aprendizado do mesmo, para que possa adotar a métrica de avalia??o mais condizente com a realidade. Por exemplo, se é um mentorado que possui uma linha lógica de raciocínio, usar metáforas ou pular etapas n?o funcionará. Da mesma forma, se é uma pessoa com uma vis?o mais holítica, entrar em detalhes nos exemplos pode acabar dificultando a absor??o de conhecimento. E isso n?o significa que o trabalho n?o tenha um plano a ser seguido.

In coaching, it's essential to define the clear final goal for both the single session and the whole business coaching process. This helps you have a well-established direction to set the right evaluation system. Depending on the goal you need to achieve, you can choose among several methods like self-assessment, surveys, tests and others. There's no "one that fits all" method but it's necessary that the criteria and tools you choose for evaluating the coaching process are aligned with the main goal.

When crafting evaluation criteria, thoughtful consideration of metrics becomes pivotal. These metrics should delicately measure skill enhancement, goal attainment, and overall professional development. Regular feedback sessions are woven into the process, nurturing open communication for continuous improvement. The true measure of coaching effectiveness emerges when evaluation criteria seamlessly align with both individual and organizational goals, creating a harmonious and impactful coaching relationship.

Smart goals in isolation are not the answer, my concern is that they do not always help in a VUCA world as they tend to direct people in a narrow focus. This is the true strength of SMART Goals, but like much that is overused or used in the wrong context tend to becoming a great weakness. SMART Goals tend to discount evolving situations, often discourage innovation and penalise risk taking. This in turn often discourages true strategic focus and growth. For me the key is to set the direction, and then break this down into milestones. Only after this is done should we set SMART Goals. As in everything CONTEXT is Key!

Everything what is good for the company to achieve company goals are the best. No one can say it has to be 360 degrees Feedback or whatever. When we talk about coaching it means that the answers are not given from outside they come from inside.

Evaluations methods: I believe that there are many old and new types of evaluations. Doing a 360 is perhaps a very revealing and growth assessment. I use Impact 360 by the Performance Consultants, the late John Wigmore's company (aka the Growth Model). I love this 360 because is it not complicated for the rater to understand. It is clear, concise and uses different areas of assessment. Qualitative Questions; Quantitative Competitency rankings, Spiral Graph sharing the different Raters categories and finally a workbook for actions to be taken. There is another Iike is Tilt 365. This is by the Tilt Company. Really these are robust assessments. 360 give such a global picture if people are honest and terribly helpful for growth.

O Feedback 360 graus é uma boa ferramenta para avaliar o desempenho do profissional, seja do ponto de vista pessoal ou sua entrega no trabalho. Através dele é possível obter informa??es valiosas sobre habilidades e comportamentos do indivíduo no ambiente de trabalho. Existem alguns softwares disponíveis no mercado para Feedback 360 graus e é recomendável que o mesmo se adeque à necessidade e realidade da organiza??o.

Choosing the appropriate evaluation methods involves considering the coaching objectives, the coachee's role, and the desired outcomes to ensure a comprehensive and accurate assessment of progress. Self-Assessment Surveys: Self-evaluations for personal progress. 360-Degree Feedback: Input from peers, managers, and subordinates. Performance Reviews: Regular reviews aligning with coaching goals. Goal Attainment Measurement: Tracking goal achievement. Behavioral Observations: Direct observation in work scenarios. Case Studies/Simulations: Application in hypothetical scenarios. Post-Program Assessments: Evaluations after coaching ends. Qualitative Interviews/Focus Groups: In-depth discussions for insights.

Die Wahl der richtigen Auswertungsmethoden im Coaching ist entscheidend, um ein tiefgreifendes Verst?ndnis für die Fortschritte und Herausforderungen des Coachees zu entwickeln. Jedoch birgt dieser Prozess seine Tücken. Die Kombination verschiedener Methoden, wie Selbsteinsch?tzung, 360-Grad-Feedback und Beobachtungen, kann zwar ein umfassendes Bild liefern, doch ist es wichtig, die subjektive Natur solcher Bewertungen zu berücksichtigen. Insbesondere bei Selbsteinsch?tzungen und Peer-Bewertungen k?nnen Verzerrungen die Ergebnisse beeinflussen. Ein ausgewogener Ansatz, der sowohl qualitative als auch quantitative Elemente berücksichtigt und sich auf die individuelle Reise des Coachees konzentriert, k?nnte effektiver sein.

A toutes ces méthodes rationnelles et utiles, j’ajoute le ressenti et l’intuition : un recruteur m’a dit un jour à propos d’un candidat : ??Quand il y a un doute… il n’y a pas de doute !??. De la même manière, évaluer un coaché seulement à l’aide de méthode rationnelles prive le Coach de son ressenti et de son intuition. Or l’un et l’autre donnent de bons résultats à condition d’éviter la ??projection?? classique chez un coach qui n’a fait aucun travail psychologique sur lui même. Nul besoin de psychanalyse de mon point de vue, mais au moins un certain temps de travail sur soi et/ou de thérapie afin de disposer plut?t d’une véritable intuition ou ressenti libre si possible des scories de l’Ego et des ??projections?? en tout genre.

Para o bom funcionamento de um processo de mentoria, é preciso realizar uma avalia??o regular sobre o desempenho do mentorado. Eu costumo fornecer muitos exercícios práticos durante as sess?es, e também como "tarefa", para que se possa saber quais os pontos de melhororia. Um exemplo simples é a cria??o de 03 metas para serem alcan?adas no curto prazo. Se n?o houver um refor?o com atividades que permitam ampliar a vis?o do mentorado e criar mudan?a de comportamento, o objetivo final n?o será atingido. é avaliando nas partes que podemos saber como melhorar no todo!

Regular evaluations foster a culture of continuous improvement, allowing for timely adjustments and ensuring that coaching remains aligned with evolving objectives. Here's how to ensure consistent and ongoing assessments: Scheduled Reviews: Regularly set intervals for assessments. Goal Check-ins: Align evaluations with milestones. Continuous Feedback: Establish ongoing feedback loops. Performance Monitoring: Regularly track performance metrics. Flexibility: Adapt evaluation frequency as needed. Documentation: Maintain detailed records for tracking. Periodic Reassessment: Review and update coaching goals.

Die Betonung der kontinuierlichen Leistungsbeurteilung ist lobenswert und reflektiert ein Verst?ndnis für die Bedeutung von Feedback und Anpassungsf?higkeit im Entwicklungsprozess. Die Anwendung verschiedener Evaluationsphasen erm?glicht eine Beobachtung des Lernfortschritts und der Verhaltens?nderungen. Dieser Ansatz bietet die M?glichkeit, den Coaching-Plan dynamisch anzupassen und die Relevanz und Wirksamkeit der Sitzungen zu erh?hen. Darüber hinaus f?rdert zeitnahes, konstruktives Feedback eine unterstützende Atmosph?re, die für den Coachee motivierend und best?rkend ist. Die Methodik spiegelt einen einfühlsamen Ansatz wider, der den individuellen Bedürfnissen und dem Wachstum des Coachees gerecht wird

Es fundamental realizar un testeo de la evolución de la intervención a fin de realizar los ajustes que se requieran, dar contra marcha, avanzar o mantener el plan de acción.

Em alguns casos, eu recomendo a mentoria reversa como forma de avalia??o de desempenho e envolvimento entre os profissionais. Esta ferramenta permite uma vis?o mais ampla sobre o tema em quest?o e uma intera??o entre diferentes grupos etários. Trata-se de um método em que pessoas mais jovens e/ou inexperientes fornecem feedbacks e insights a pessoas mais maduras, especialmente a tópicos relacionados à tecnologia, cultura digital e mudan?as sociais. Quando este trabalho acontece em grupo, a experiência é muito mais valiosa para todas as partes.

Muy importante involucrar a los beneficiarios directos e indirectos del proceso de coaching realizados con el coachee. Sabemos que más importante que el objetivo a lograr, es el proceso y sistema de coaching que estamos implementando; el cual debe realizarse por etapas. En todo este proceso, debemos validar la evolución y/o transformacion paulatina del coachee con sus subordinados, jefes, colegas, proveedores, clientes, etc a fin de validar estos avances. Esto nos permitirá también corregir o ajustar alguna variable o método que no esté aportando a los resultados esperados.

Involving coachees and stakeholders in the evaluation process is key for comprehensive feedback and buy-in: Coachee Input: Gather self-assessments and reflections on progress, challenges, and areas for growth. Stakeholder Feedback: Include perspectives from colleagues, supervisors, and direct reports for a holistic view. Collaborative Reviews: Conduct joint sessions where coachees and stakeholders discuss progress, fostering shared understanding and commitment. Feedback Integration: Encourage incorporating feedback into coaching plans for actionable improvements. Transparent Communication: Ensure open dialogue between all involved parties, fostering trust and alignment toward common goals.

Die Einbeziehung relevanter Stakeholder wie Vorgesetzte, Kollegen und Kunden erweitert die Perspektive und f?rdert eine umfassendere Beurteilung des Coachees. Diese pluralistische Herangehensweise tr?gt zur Validit?t der Bewertung bei, da sie verschiedene Blickwinkel und Erfahrungen integriert. Zudem st?rkt sie das Engagement und die Verantwortlichkeit des Coachees, indem sie die Bedeutung seiner Entwicklung im Kontext seiner beruflichen und sozialen Umgebung hervorhebt. Die Aufforderung zur aktiven Teilnahme durch Feedback-Formulare, Fokusgruppen oder das Erz?hlen von Erfolgsgeschichten ist nicht nur f?rderlich für die Sammlung vielf?ltiger Daten, sondern schafft auch eine Kultur der Unterstützung und des verantwortungsvollen Coachings.

Que el equipo se sienta involucrado en el problema y la solución es una tarea que el coach tiene como meta a lograr para que sea un cotoso el proceso.

In my experience coaching leaders on this area it is essential that the performers review is not a “one and done” conversation. All too often this discussion is held once a year with minimal to no follow up on strengths and opportunities. Set time at a minimum each quarter to hold conversations on what your team members are currently working on to grow and develop in areas identified. Support their progress, recognize their accomplishments, and challenge how they are making time to improve their skill set. Don’t fall into the trap of a performance conversation having no meaning. Create a culture of follow up and follow through so that both individuals as well as the team as a whole can witness the results.

Using evaluation results isn't just about data—it's about shaping meaningful progress and growth: We take the findings and navigate toward actionable steps, using them as signposts guiding us toward improvement. These results aren't just numbers; they're stories waiting to be told. They help us understand where we excel. It's like fine-tuning a melody—we adjust, refine, and compose individual plans tailored to each person's journey. And in celebrating the wins highlighted in these evaluations, we don't just applaud achievements; we fuel the motivation to strive for more. Each piece of feedback is a brushstroke on the canvas of our development, allowing us to craft a richer, more vibrant picture of progress and success

Die Fokussierung auf Leistungsbewertungen kann zu einer überbetonung von quantifizierbaren Ergebnissen führen, was den Wert des Coaching-Prozesses als ganzheitliches, pers?nliches Wachstum untergraben kann. Diese Herangehensweise k?nnte auch den Druck auf Coachees erh?hen, messbare Verbesserungen zu zeigen, was zu einer unnatürlichen oder erzwungenen Entwicklung führen kann. Darüber hinaus kann die Hervorhebung von 'Erfolgen' durch Fallstudien oder Testimonials eine verzerrte Darstellung der Realit?t erzeugen, da sie oft nur positive Ergebnisse zeigen und die komplexen, manchmal weniger greifbaren Aspekte des Coachings ausblenden. Dies k?nnte eine unrealistische Erwartungshaltung bei zukünftigen Coachees oder Sponsoren schaffen.

Set goals. Develop key performance indicators. Look at your business’s financial statement. Check customer satisfaction. Track new customers. Check employee satisfaction. Use benchmarking. Analyse your competitors.

"Como eu posso fazer melhor?" Esta pergunta é o norte para todas as minhas sess?es de mentoria, pois os resultados obtidos pelo mentorado refletem a eficiência do método adotado. O coaching deve se avaliar constantemente para saber como reaplicar as melhores práticas (quando for possível, pois cada ser humano é único) e buscar novas formas de melhoria em seu trabalho. é preciso estudar e estudar muito, ser humilde e estar com o cora??o aberto para aprender e desenvolver junto com seu mentorado.

360-degree feedback is superior and crucial due to its holistic perspective. By gathering insights from various angles—peers, subordinates, superiors—it unveils a comprehensive picture of an individual's performance. This approach fosters a nuanced understanding, minimizing biases inherent in single-source feedback. The diversity of perspectives enhances self-awareness, identifies specific developmental areas, and strengthens team dynamics. Despite challenges like subjectivity, its ability to provide a well-rounded view makes 360-degree feedback indispensable for effective business coaching interventions.

Es muy importante la actitud del coach en las intervenciones a fin de ser agente de posibilidad en el proceso, que sin ser protagonista resulta tener un papel fundamental para los cambios que requiera la organización.