Summarized this section explain why this section cut your interest (in one paragraph)

COACHING: A POSITIVE APPROACH TO MANAGING PERFORMANCE Effective managers realize that they need to take an active and positive role in employee performance to ensure that goals are met.11 Such managers realize that they are paid not primarily for what they do, but for what their subordinates do. Therefore, they define their role in managing employee performance as one of empowering employees. Their role is to ensure that employees know specifically what to do, can actually do it, and do not face unnecessary obstacles or disincentives to effective performance. When changes in the environment, goals, or tasks occur, employees are informed and given the opportunity for training so they can adapt to the changes. Effective managers also make sure employees know how they are performing on a regular basis and that effective performance is rewarded when it occurs. They do not intervene only to correct problems or increase production. Therefore, performance discussions are less likely to be seen primarily as opportunities for conflict. In short, managing employee performance effectively requires that managers be coaches more than controllers. Coaching is one of the most important functions a manager can perform.12 A manager can be a superb planner, organizer, and decision-maker, but without the effective management of employee performance that coaching provides, objectives will be difficult to achieve. Coaching can create a partnership between a manager and an employee that is dedicated to helping employees get the job done. The use of more participative approaches to management, such as employee engagement and self-directed teams, requires managers and executives to function as coaches for those who report to them.13 This chapter discusses what is involved in coaching and describes how coaching can be used to improve poor performance and ensure continued effective performance. The skills and training necessary to be an effective coach are described. It is assumed that employees actively seek out feedbackboth formally and informallyfrom peers as well as their manager.14 Next, Werner, Jon M.. Human Resource Development: Talent Development (p. 321). Cengage Learning. Kindle Edition.