How can a manager make the performance, coaching and feedback process more meaningful for employees? For Stacia Garr, it all revolves around the 3 C's.

Watch the video to learn what these 3 C's are, and how managers who practice them drive better relationships and more meaningfulness from performance management.

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Transcript:
To make the performance, coaching and feedback process more meaningful for employees, we find that there are three things that need to be present with the manager.

First, the manager needs to be a really effective coach. So, that means that they do things like helping their employee learn from their mistakes, rather than holding them against them, and providing useful ongoing conversations with their employee, so really giving them the information that they need to get better at their job.

The second component, a second C, is candor. We find that when managers do things like managing difficult conversations effectively, or being open to new information, that creates more of that trusting relationship between the employees and the managers that helps them succeed.

Then the third C is what we call ‘clearing barriers’. The manager removes barriers to individual work getting done, and they also enable individual autonomy. In essence, they don't get in the way of their employee either.

Our research shows that when managers can do those three Cs - coaching, candor and clearing barriers - that the likelihood of experiencing high individual performance, so individuals themselves performing better, is about 12%, which is actually a pretty strong likelihood or potential impact on performance.

The way that we can drive better relationships and more meaningfulness from performance management in feedback and coaching is a strong focus on coaching capabilities, a strong focus on candor and an ability to clear barriers by the manager.

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