Not too long ago ship captains could actually whip sailors who disobeyed orders; managers could fire workers on the spot for virtually any reason, or even no reason at all; and students could be expelled from school for any minor infraction of the rules. Today, much has changed. Sailors have rights, workers have unions, and students are asked for input in the educational process.

The person in charge used to have unquestioned authority and ability to command and compel. Strict obedience was believed to be a necessity. Today, managers must focus on leading and persuading rather than ordering and forcing. In more and more industries today, especially retail, the never-ending supply of job applicants has dried up. Instead of "fire and replace," managers must develop the skills to "improve and correct." Leaders must learn effective performance coaching techniques and know how to convince workers to change their behavior in order to achieve organizational objectives.

The word "performance coaching" has been abused by some business experts, perhaps because they are less skilled in performance coaching techniques than they could be. Coaches in the business world run the gamut from well-trained professionals to rank amateurs who deal in unscientific methodologies. The true coach is a trained expert who understands the application of behavioral science concepts and human relations principles. It is important for us to remember that it is possible for managers to improve their coaching skills to the point where they can effectively change the inappropriate behaviors of employees into productive behaviors that drive organizational results.

One of the most critical skills a manager or executive must have is the ability to coach others to not only reinforce positive behaviors, but to also correct ineffective behaviors. I have studied a dozen different performance coaching systems and models in my professional career, but clearly the best one I