The Performance Coach regularly helps Axelerant’s team members understand and achieve expectations through honest conversations and feedback outside their manager relationships. They also help team members reach their life potential by coaching and introducing other educational opportunities.
Further, Axelerant’s coaches aid in safe space creation for every team member. Performance coaches enable team members to freely ask about any Axelerant situation, remove communication barriers, and overcome department and team challenges.
What to Expect from Performance Coaches?
To uphold and maintain the ethics of the coaching practice.
To create and maintain a safe space for the coachees to freely share their thoughts, ideas, frustrations, feedback, successes, failures, action plans, etc.
To provide an empowering context for the coachee and build confidence in the coachee to handle challenging situations.
To ask specific questions which can help the coachee with introspection and retrospection.
To lead the coachee outside of their comfort zone to have a different perspective.
To listen actively without judgment and bias. E.g., be neutral.
Empathize (not sympathize) with the coachee.
To support coachees in gaining self-awareness.
To help track progress toward set goals.
Coach coachees to be accountable and function with a high level of integrity.
Push-based Coaching: A situation where Person A (e.g., project manager, director) works closely with another Person B (e.g., delivery team member) and deals with behavioral/performance-related concerns.
For example, person A has conversational and written shared feedback with person B, but they do not improve. Therefore, Person A can ask Person B to contact their assigned Performance Coach for coaching. Person A informs Person B’s Performance Coach about the situation, linking shared feedback.
For the above, here is the expectation of a Performance Coach
Ask further questions from Person A to have better clarity of the situation.
Wait for Person B to bring up the topic.
If not till the next 1-1, bring up the topic in 1-1 concerning the feedback shared on 7Geese.
When the monthly 1-1 is more than a week away, do not wait for it. Reach out sooner with shared feedback details and prompt a conversation around the concern. Do ask the urgency of the matter from the person who has raised the concern.
Make coaching conversation around helping Person B see the situation/block/behavior from a different perspective.
Make suggestions only when the other person is stuck into moving ahead.
The performance coach will update Person A on agreed-upon action items/steps to be taken by Person B (the coachee). Person B can be observed by Person A to know the progress. This way, they can inform the Performance coach if they see a lapse or progress on agreed-upon action items. This update will happen at the placeholder where the concern has been raised (PM to PC sheet, Jira ticket, or a channel)
Urgent Cases: We understand there could be urgent cases needing a coaching conversation. In such cases, please share the feedback with the person. Let them know that you let their Performance Coach understand the scenario and expect a meeting to help prepare a person to brace for what’s coming up.
Operational Aspects: The Performance Coach will hear the concern and politely direct people to the right person. Performance Coach will not intervene nor carry the conversation between the people closest to the situation.
What not to expect from a Performance Coach?
The Performance Coach will not carry the feedback to the coachee. The performance coach will ask, “what constructive feedback have you received since we last met?” and work around it with the coachee.
Performance Coach is not a yes-coach. The Performance Coach will challenge conventional wisdom and ask tough questions for the coachee’s benefit, which is critical to help them reach/achieve/learn what they want and their goals.
The performance Coach will not have a conversation with coachees on general themes.
The coaching framework works on specific issues. Key stakeholders can cover general themes as and when they see the need.
For example, team engagement is led by the project manager or team lead, not the performance coach. However, the leader can seek coaching/ training from the Performance Coach to become more capable or aware of specific topics.
Performance Coach will not collect feedback on anyone’s behalf.
Performance Coach will not decide people’s salary, promotion, performance improvement plan, letting go, etc.
Performance Coach will not share confidential information with any team member unless explicitly permitted by the coachee.
Performance Coach will not give a solution to problems faced by the coachee. Instead, they will coach the coachee to come up with their answers. This will happen through tailored support and the needed frameworks to help and guide the coaches.
Please Speak Up
You may feel lost when working remotely sometimes. We understand.
When so, schedule a call with any performance coach or your manager.