The magic of coaching & negotiating for driving employee performance
- R.M. Boylan
- 9 hours ago
- 5 min read
"It is estimated that approximately 50% of nonperformance problems in business occur because of lack of feedback."
Ferdinand F. Fournies
Video on why driving employee performance & behavior change is a negotiation.
Management & leadership reality check:
Fact # 1: Management is the intervention of getting things done through others.
Fact #2: You need your employees more than they need you.
Fact #3: You get paid for what your employees do, not for what you do.
"One of the major reasons for unsatisfactory performance by workers at all levels is the lack of feedback to them about the work they are doing. It has been estimated that approximately 50% of the nonperformance problems in business occur because of lack of feedback, inability for supervisor to coach effectively."
Ferdinand F. Fournies
Employee performance often falls short of expectations, with research showing that nearly half of unsatisfactory or non-performance cases stem from a lack of feedback and ineffective coaching by managers. This article explores why feedback, creating a negotiation plan for behavior change and coaching are critical to driving behavior change and improving performance. Drawing on key research including Prochaska’s findings on behavior change failure rates. We also explain how coaching, combined with a negotiation plan, can help managers foster motivation and set the stage for sustained high performance.
Why Lack of Feedback & Coaching Causes Poor Performance
Studies reveal that about 50% of poor job performance results are from managers not providing timely, constructive feedback or failing to coach employees effectively. Without feedback, employees remain unaware of gaps in their performance or behaviors that need adjustment. According to Gallup research, employees who receive regular feedback are three times more likely to be engaged and productive.
Prochaska’s research on behavior change highlights a critical challenge: 80% to 90% of all attempts at behavior change fail (Prochaska & DiClemente, 1983). This high failure rate underscores why simply telling employees what to do is not enough. Behavior change requires more than instruction; it demands a thoughtful, supportive process that addresses motivation, readiness, and the relationship between manager and employee.
What Coaching Is & Is Not
Coaching is a collaborative process focused on unlocking an employee’s potential through thoughtful questioning and reflection. It is not about telling employees what to do or giving orders. Instead, coaching involves asking open-ended, artful questions that encourage critical thinking and self-discovery, similar to the SPIN Selling technique developed by Neil Rackham, which uses Situation, Problem, Implication, and Need-Payoff questions to guide conversations. Alternatively, coaching may also use elements of a negotiation plan as a best practice when addressing tough issues with employees.
Effective coaching helps employees analyze their own behaviors, identify obstacles, and develop solutions. It builds ownership and motivation because employees arrive at insights themselves rather than being told what to change. This contrasts sharply with traditional management styles that rely on directives and criticism, which often lead to resistance or disengagement.
Why Most Managers Struggle to Coach Effectively
Many managers lack the volition, patience, & skills required for effective coaching. Coaching demands emotional intelligence, active listening, and the ability to tolerate ambiguity while guiding employees through complex behavior changes. Managers often default to telling (authoritarian styles) because it feels faster and more straightforward, but this approach rarely leads to lasting improvement.
Research by Goleman (1998) on emotional intelligence shows that leaders who develop self-awareness and empathy are more successful at coaching. Without these skills, managers may unintentionally undermine motivation and fail to build the trust needed for open dialogue.
Coaching and Negotiation: Similarities and Differences
Coaching shares many elements with negotiation. Both involve understanding the other person’s perspective, identifying shared interests, and working toward mutually beneficial outcomes. Before coaching sessions, managers can use a negotiation plan to:
Analyze the manager-employee relationship and context
Identify key issues and potential barriers
Create shared interests and mutual goals
Develop strategies to persuade the employee that behavior change benefits them
Negotiation plans help managers prepare for coaching conversations by clarifying objectives and anticipating employee responses. However, coaching differs from negotiation in that it focuses more on asking questions to stimulate insight rather than bargaining or making offers. Coaching aims to empower employees to find their own solutions, while negotiation often involves compromise between parties.
How Coaching Drives Motivation and Behavior Change
Motivation is the engine behind employee growth and high performance. According to Deci and Ryan’s Self-Determination Theory (1985), motivation thrives when employees feel autonomy, competence, and relatedness. Coaching supports these needs by:
Giving employees control over their development
Building confidence through skillful questioning and support
Strengthening the manager-employee relationship
When managers combine coaching with a negotiation mindset, they can better address resistance by aligning behavior change with the employee’s own goals and interests. This approach increases the likelihood of success compared to simply issuing mandates.
Combining Coaching & a Negotiation Plan for Performance Reviews
Mid-year and year-end reviews are ideal opportunities to use a combined coaching and negotiation plan. Managers can prepare by:
Reviewing performance data and identifying key behaviors to address
Reflecting on the employee’s motivations, challenges, and aspirations
Setting shared goals that connect organizational needs with employee interests
Planning questions that encourage reflection and problem-solving
Anticipating objections and preparing persuasive arguments that highlight benefits
This preparation helps managers conduct reviews that feel collaborative rather than confrontational. It sets a positive tone for ongoing development and motivates employees to commit to behavior change and higher performance in the coming months.
Practical Example
Imagine a sales manager preparing for a mid-year review with an underperforming salesperson. Instead of telling the employee to “improve sales numbers,” the manager uses a coaching approach:
Asks questions like “What challenges are you facing with your current sales approach?”
Explores the impact of these challenges on the employee’s goals
Discusses shared goals such as increasing commissions and career growth
Negotiates a plan that includes specific coaching sessions and support resources
This method respects the employee’s perspective, builds motivation, and increases the chance of sustained improvement.
References
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Prochaska, J. O., Norcross, J. C., & DiClemente, C. C. (1992). Changing for Good. New York: HarperCollins.
Rackham, N. (1989). Major Account Sales Strategy. McGraw-Hill Inc.
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https://pmc.ncbi.nlm.nih.gov/articles/PMC3096582/
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