Performance Coaching

Defining goals and objectives is the easy part of performance management. Linking those goals to business plans and strategy is slightly harder. The hardest part is ensuring 'the soft' goals are defined, understood and worked through to be meaningful. Balanced Scorecard language makes an effective distinction between 'lag' and 'lead' goals. 'Lag' goals are those goals you measure after 12 months or so - after a time lag. The profit figures, customer satisfaction figures and the climate figures are prime examples. 'Lead' goals are those goals which make the 'lag' goals happen. How do you define goals around coaching people, building effective teams, leading by example and managing people through change?

We believe an important part of performance coaching is working with individuals to understand the importance of the 'soft goals' which will drive the 'hard goals'.