Using High-Performance Coaching for Managers to Address Performance and Behavior Issues


90  Mins


Basic & Advanced

Webinar ID


  • Define Coaching, Performance Coaching & Professional Coaching.
  • General context of a relationship between a performance coach and employees.
  • Distinguish so-called directive coaching from non-directive coaching.
  • Review when to use directive and non-directive coaching.
  • Describe a model to guide you step-by-step through high-performance coaching.
  • Apply the performance coaching model to typical job performance problems.
  • Use the high-performance coaching model to address behavioral problems. 

Overview of the webinar

Coaching has grown to be highly popular. Many individuals, business owners, or organizations managers find themselves needing a helping hand or find themselves thrust in the role of offering advice to others. That is especially true of managers who, while conducting performance reviews, may find a need to provide specific feedback and advice about what to do to improve job performance to those individual employees or teams reporting to them. 

It is an honor and a privilege for coaches to provide coaching for individuals, teams, organizations, and organizations' leadership. In whatever capacity, these individuals or organizations are placing their trust in the coaches, as internal managers-as-coaches or as external professional coaches, trainers, facilitators, or consultants. In all these cases, coaches' skills and competencies make a difference in developing the intent of coaching undertaken. This webinar and its presenters utterly take this trust and professional responsibility and offer a systematic approach to high-performance coaching. It is designed for you if you must offer coaching to help your clients or employees improve on-the-job performance. 

The phrase performance coaching refers to a category of coaching that advises workers about how they should behave and what results they should achieve. It clarifies the means (behaviors) and ends (results) to be achieved. Unlike non-directive coaching, which prompts coachees to reflect on their own, performance coaching relies on the experience of the coach to direct the coachees’ attention to what should be achieved. 

Performance coaching can be an important tool for managers faced with workers who do not achieve the results that the organization requires or who behave in ways not aligned with organization policies, procedures, or managerial expectations. Through performance coaching, managers or experienced co-workers guide workers through what they should do, how they should behave, and how best to measure success. Performance coaching often plays a key role in performance management, performance evaluation, and performance reviews. Workers cannot achieve the necessary results if they are unclear about what they are. Performance coaching clarifies what measurable results should be achieved. 

This webinar is on the bases of a newly published book High-Performance Coaching for Managers, by the presenters, which differs significantly from other books in the coaching market. Many webinars on coaching cast coaches as facilitators who question their clients (the coachees), helping them to articulate their own problems, formulate their own solutions, develop their own action plans to solve problems, and measure the success of efforts to implement those plans. That is called a non-directive approach.

But this webinar and its related book adopt a directive approach by casting the coach as a manager who diagnoses the problems with worker job performance and offers specific advice on how to solve those problems. While there is nothing wrong with a non-directive approach, it does not always work well in job performance reviews in which the manager must inform the worker about gaps between what is needed (the desired) and what is performed (the actual). The significant difference between what is currently available in the market and what is offered in this webinar and book is the authors’ collective experience of over 70 combined years of hands-on research and delivery experiences in the Human Resources Development field.

While many approaches to coaching could help to facilitate performance improvement, the presenters of this webinar favor a planned approach to coaching that is geared toward helping others identify what they need to do to improve their job performance and productivity. An effective high-performance coaching effort meets the organization’s and its people’s needs. It relies on a positive view of people and the situation and a strong effort to encourage participation and inclusion in all aspects of the coaching experience.  

This webinar provides a comprehensive, step-by-step approach to implementing a high-performance coaching effort for human resource practitioners, business coaches and consultants, managers of all kinds, and others interested in managing and improving human performance and increasing individuals and teams’ productivity. 

Who should attend?

  • Business Owners
  • Business Managers & Supervisors
  • Business Entrepreneurs
  • Employees who are committed to learning more about being Professional
  • Professional Coaches & Consultants
  • Management and Business School Students
  • Workforce Education Students
  • Workforce Education and Development Practitioners
  • Human Resources Practitioners
  • Human Resources Development Professionals
  • Organization Development Practitioners
  • Workplace Learning Practitioners

Why should you attend?

Coaching is a necessary skill for managers. It is important as a fundamental part of an organization’s talent efforts-including talent acquisition, development, and retention strategies. For a coaching program to succeed in an organization, it should be recognized as a useful approach throughout the organization and become part of the fabric of the corporate culture. High-Performance Coaching for Managers provides an important tool for organizations to use to train their managers on coaching, which directly impacts their engagement with employees’ behavioral issues, using proven models, methods, and coaching technics.

According to the Harvard Business Review (2015), workers generally expect their immediate supervisors to give them honest feedback on how well they do their jobs-and specific advice on what to do if they are not performing in alignment with organizational expectations. When workers do not receive advice-but instead are questioned about their own views-they regard their managers as either incompetent or disingenuous. 

Effective managers should be able to offer direction to their employees. These directions could be in the form of directive coaching or non-directive coaching. After all, managers are responsible for ensuring that their organizational units deliver the results needed by the organization. If they fail to do that, the organization does not achieve its strategic goals. This webinar gives managers direction on how to offer directive coaching to their workers while having access to elements of non-directive coaching for further employees’ development. 

Suppose you are in a management or supervisory position that is involved with managing individuals, teams, groups, or departments. In that case, you will receive valuable information on how to provide coaching for your people and how to get them to start thinking about ways to improve their performance and increase their productivity.

Faculty - Mr.William J Rothwell

William J. Rothwell, Ph.D., SPHR, SHRM-SCP, CPLP Fellow is President of Rothwell and Associates, Inc., a full-service consulting company that specializes in succession planning. He is also a Professor of Learning and Performance in the Workforce Education and Development program, Department of Learning and Performance Systems, at The Pennsylvania State University, University Park campus. In that capacity, he heads up a top-ranked graduate program in learning and performance. He has authored, co-authored, edited, or co-edited 300 books, book chapters, and articles—including 64 books. Before arriving at Penn State in 1993, he had 20 years of work experience as a Training Director in government and in business. As a consultant he has worked with over 50 multinational corporations--including Motorola, General Motors, Ford, and many others. In 2004, he earned the Graduate Faculty Teaching Award at Pennsylvania State University, a single award given to the best graduate faculty member on the 23 campuses of the Penn State system. His train-the- trainer programs have won global awards.


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