Behavior Ignored is Behavior Accepted

By Lizz Chambers

Simple Tips for the Coaching Challenged

Scene One: You walk by the hotel reception area, you hear the phone ringing and ringing, five, six, seven times and you observe Robert at the front desk obviously checking in a guest and ignoring the phone. You run to the back office, handle the call and say nothing to Robert. What have you just told Robert?

Scene Two: You overhear your Sales Manager, Rebecca, answering an inquiry call. She listens to the caller and simply quotes rates and nothing more. She does not qualify the caller, present a benefit statement or even ask for the sale. However, she is polite and asks the caller to call back if they are interested. She sees you and knows you are listening. You understand that she is busy so you say nothing about the improper way the call was handled. After all she was friendly. What have you told Rebecca?

Scene Three: You see two associates standing outside the front door, in uniform, name badges on and a guest walks between them to enter the hotel. They briefly interrupt their conversation, smile at the guest and then resume their, apparent, personal conversation. The guest opens the door and walks in the lobby without a word from either of the two. You do not feel it is appropriate to say anything at this time and let the incident go by without a word. What have you just told the dynamic duo?

Does any of this sound familiar? As a General Manager, a Department Head or a Supervisor, your mantra should be 'Behavior Ignored Is Behavior Accepted... Behavior Rewarded Is Behavior Repeated.' You all should know by now that the best way to shape behavior is to praise appropriate and exceptional behavior when you see it. However, if you wish your associates to develop bad habits, all you have to do is ignore inappropriate behavior. Hoping your associates realize that their behavior is inappropriate and that they will take measures to correct it on their own is the definition of supervisory sloth in its purist form.

If you think you have lost your coaching edge, then read on because we are going to get back to the basics:

First, ask yourself as a Manager do you ever...
- Expect associates to read your mind and know what is acceptable
- Expect people to change on their own
- Expect them to look around and see what everyone else is doing
- Cross your fingers and hope they just 'get it'

Are You ever...
- Unsure of your own standards
- Unclear about your expectations and consequences of not following through
- Afraid the associate will get upset and turn it into a confrontation
- Not sure of what to say or how to say it
If any of this applies you are definitely 'Coaching Challenged'.

As a Manager or Supervisor you have a duty to address associate behavior and performance at work as often as necessary and whenever warranted. Why associates behave a certain way or choose to perform at a certain level is their choice, but there should be consequences to these choices. You should expect and even demand acceptable behavior and performance at work. However, the fair, friendly, firm method of coaching gets better results than the sting of a written warning.

Coaching should be casual, friendly and is a function that can be performed on- the-job. In order to coach properly you cannot sit at your desk. Remember the old MBWA (Management by Walking Around)? You must walk your property or you will have no idea what anyone is doing. Please remember that your primary objective is to 'Catch someone doing something right', so always put the focus on identifying exceptional performance and not looking for something wrong. There is an old saying, 'If you walk around with a hammer then the whole world will look like a nail'. If you take that approach, after awhile, your associates will scatter when they see you coming.

In my opinion the most important coaching factors are:
Focusing on the Associate
- Placing the focus on helping associates improve future performance rather than concentrating on poor past performance.
- Encouraging associates to be self aware and to take responsibility for their own behavior and decisions.
- Helping associates see that mistakes do not represent failures only opportunities to learn.
- Encouraging associates to be accountable and treat the business as if it were their own. As Scott Simmerman says, "Nobody ever washes a rental car."

Questioning
- Allowing associates to ask questions and remembering that when an associate asks for advice, they do not want to be given the answer. They actually want help in finding their own answers
- Asking associates what they are going to do, when, how, whether the action will assist them in meeting their goal, what help they need and from whom, identifying what problems they may encounter and how they will overcome them, etc.
- Keeping in mind that questions invite associates to speak in order for you to acquire additional information, solicit suggestions, evaluate feelings, check for understanding, discover reasoning and determine commitment.
- Understanding that questions can enhance your credibility as a supervisor. If you ask questions, rather than jump in with the answers, associates will see you more as a coach than a boss
- Well used questions can:
-Minimize defensiveness
-Express interest
-Communicate openness and willingness to understand another's point of view
-Stimulate conversation
-Create a sense of shared responsibility for the issues at hand
-Create continuity

Coaching is extremely important following classroom training. Learning new skills can often be difficult and frustrating. Improvements typically are not immediate and often decline while the new skills are being practiced. This lack of improvement causes many associates to give up on the new skills and revert to their comfort zone.

According to a study conducted by the Xerox Corporation on skills training, 87 percent of the desired skills change is lost without follow-up coaching. The implication is that no matter how good the classroom training is, the effectiveness is lost without on-the-job reinforcement.In our company, each workshop we conduct includes instructions to attendees on how to accept feedback. We then follow with instructions for the supervisors on how to coach the skill change we expect back on the job. We leave each supervisor with a 'Coaching Plan' and reporting method so we can ensure that on-the-job coaching is taking place. We find that 99 percent of the time where there is no on-the-job coaching there is no skill change.

One of the most pressing challenges in our industry today appears to be a lack of accountability and willingness to take ownership by our associates. If the desired behavior is not reinforced and managers talk about coaching but let seemly minor guest service issues slip by, then what is the message sent to the staff? 'It's okay sometimes-it's not okay at other times.' How confusing that must be, not only for your core staff, but think about the message you are sending to your new associates. And in the long run, everyone suffers-associates, guests and the organization as a whole.

Let your mantra be, 'Behavior Ignored Is Behavior Accepted...Behavior Rewarded Is Behavior Repeated.' Then ask yourself...'What behaviors have I been accepting or discouraging by my silence?' Renew your dedication to coaching today and everyone will benefit.

This article was found at:
http://www.restaurantnewsresource.com/article23606.html