"The manager’s challenge is to build individual capabilities at the same time he or she encourages individuals to tackle new challenges that build their competencies in preparation for the future." from the  Dale Carnegie Training whitepaper: Talent Management.  

If your company's performance review period is like mine, you're just wrapping up your mid-year reviews. And if you're company's like mine, you're realizing that performance management is still driven primarily by deadlines.

Maybe you've grown accustomed to that.

"Coaching is a small part of the job description for most managers. Nearly half spend less than 10% of their time coaching others." reported Forbes.com back in 2010.  Wonder if that number's gone up in the past four years, or down, or remained about the same.

Coaching is widely recognized as an important component of performance management.  Articles in Forbes, Inc., and Harvard Business Review (to name a few) all study how strong performers can grow and improve when coaching is done well, and the impact of coaching when done poorly or not at all.

Just as equally recognized: effective performance management requires ongoing coaching discussions.  

The Dale Carnegie Perspective: "Most development occurs on the job and in the context of work activities. It is not limited to off-the-job training."

This perspective is evident in Dale Carnegie's Growth and Change cycle. It's a little different than the performance management cycle you may have shared with your managers when kicking off another "performance year," but it similarly establishes an accountability between manager and employee for the employee's development.  It also points out where most performance management stops -- at least until new goals are set.

You can learn more about Dale Carnegie's Growth and Change Cycle at this month's ATD-OC Learning Event.