Using Circle Coach

When you decide to use Circle Coach to enhance the performance and development dialog in your company, you are choosing a tool that most likely completely changes the way this topic is approached by your managers today.


Here below is a quick description of the 4 stages of working with Circle Coach.



Stage 1 – Understanding the management responsibility

In this initial stage, managers get together to discuss the behaviors that drive performance in certain jobs. They cluster the behaviors into competency areas and enter them into a demo circle coach wheel.



Next they select the 3 most important competency areas and the three most important behaviors in each area. These are the “must haves” for the company / department in terms of ability to perform.


This stage usually helps managers understand their responsibility in terms of helping their teams to develop certain behaviors and skills related to key competencies.



Stage 2 – Co-creating a Master Wheel in Circle Coach

Here each manager runs a workshop with the teams that will use Circle Coach to monitor their own professional development in key competency areas.


The focus of the workshop is to understand the employee’s perspective on competency areas and related behaviors and combine that outcome with the work that the managers previously did on their own.


Typically the managers end up contributing 3 competency areas with three key behaviors related to each area and are usually applicable to different job functions. The employees do the same (content can vary from one job function to another).


Together, managers and employees then work in groups on completing the behavior lists for each competency area, ending up with 6 key behaviors per competency area.


This completes the work on the so-called Circle Coach master wheel.




Stage 3

At this stage, employees evaluate themselves in each behavior and enter the data into Circle Coach. They then give their manager access to evaluate them as well. Neither party has access to the evaluations of the other, until they both open that access up at the same time.


We recommend that this happen in a meeting where both sit together and see the evaluations (6 spider diagrams) for the first time.


Managers need to know how to facilitate that conversation with powerful coaching questions, so that the employee can take ownership of his/her development areas. A strength-orientated approach has proven to be a very successful approach to this dialog.


In this conversation all gaps in evaluation are discussed and development goals are identified. These are then entered into the Circle Coach software along with dates of completion and reminders.


Stage 4

In regular follow-up conversations that take place approximately once a quarter, manager and employee discuss performance in the context of competency areas and specific behaviors.


The development goals are also discussed and new ones identified.


For more information on how Circle Coach might benefit you as a manager, please contact

Circlecoach ehf | 610605-1680 | | tel. +354 821 7879