Professional Documents
Culture Documents
‗TO COACH‘
Comes from the root meaning ‗to bring a person from
where they are to where they want to be‘
Pleased with her progress, Dan offered to help Faith advance in her job. In
effect, he became her mentor. He promised to put her in charge of several
projects of her own, assignments that would make her more promotable in the
future. He identified several skills she would have to develop to handle the
work and offered to help her if she encountered difficulties.
Faith was delighted. She agreed to meet with Dan on a regular basis to
provide updates on her work and accept feedback. And she set about
acquiring the skills she needed. The mentoring relationship gave Dan time to
work on other projects as Faith increasingly took on work he didn‘t have time
to do. As a result, he was able to complete a reorganization plan for his
department, saving the company $100,000. For her part, Faith became an
increasingly skilled worker. At one point, she uncovered a vendor scam that
Why is it important to coach?
Your organization‘s success depends on
developing employees!
Coaching is a key factor in attracting and
retaining the best employees
Employees are inspired to work to their greatest
potential when they are given support and
encouraged to develop their skills
It prepares both the employee and the
organization for the future
The new approach to coaching
The new approach to coaching operates on the
premise that
Everyone can be ―developed‖ through coaching
Employee development is every managers‘
responsibility and every employee‘s responsibility
as well
Moving employees through new challenges
strengthens their professional abilities
Development more likely means informal, on-the-
job ways of learning
A manager‘s role in coaching
As a Manager/Supervisor, your role as a coach is to:
Guide your employees by helping to match their skills,
interests, and work values with job opportunities.
Conduct frequent discussions of developmental needs.
Give timely and specific feedback about an individual‘s
performance against established expectations.
Provide opportunities for coaching, when necessary.
Act as informal teacher by being conscious of the behaviors
and attitudes you model.
Work with your employees to draft individual development
plans and follow through to achieve them.
Session 2
Characteristics of a Good Coach
A good coach
To be a good coach, you must believe that
people want to do well on their jobs,
people want to grow professionally.
Give feedback.
When your people do something well, tell them. When they
make mistakes, give them corrective feedback in a positive
manner. Suggest improvements that let them know you
believe they are capable of doing the work right
Some Do‘s and Don‘ts of
Coaching
Like an athletic coach, you need to motivate your
people. But your responsibilities go far beyond
giving pep talks.
Start with your behavior.
Be a role model for excellence. Take your own advice, and
your staff will be more likely to emulate your actions.
Managers who tell their people, ―Do as I say, not as I do,‖
quickly lose the respect of their employees.
T W OPTIONS
What could you do to move
yourself just one step forward…?
TOPIC What are your options…? How
Tell me about… far towards your objective will
What would you like to think/talk that take you…?
about…?
WILL
What will you do next…?
What could stop you moving forward?
How will you overcome this?
How can you keep yourself motivated?
When do you need to review progress?
Daily, weekly, monthly?
Source: Skills for Life Improvement Program/(CfBT) What do you need from me?
The GROW Model
Key steps
Open
Close Clarify
Agree Develop
Coaching discussion approach
In the Opening step the key is for the manager to clearly
communicate the purpose and importance of the
discussion.
Clarify, the manager presents all relevant information,
issues, and concerns as well as related facts and figures.
Develop, gets the employee involved by collaborating to
create solutions.
Agree, specifies actions, timelines and resources to
achieve the solutions
Close is a final chance to check that both you and the
employee are clear on agreements, next steps and
commitments. It is also an opportune time for the manager
to voice his/her confidence in the employee.
2. Confirmation
As a coach ask questions and repeat answers for
confirmation Confirm the real deal or go back to step 1.
Elements of a good coaching session
3. Communication
Communication is achieved when all the parties involved
in the communication process understand clearly what is
being said
When parties are on the same page
Effective communication is critical to a successful
coaching session because once we state our desires or
intentions to other people, we have a much greater
chance of success.
4. Commitment
Create an immediate action--something that will
happen today
Commit to an action that will happen today. Without a
commitment and follow-up, it's easy to feel good about
the session and still have nothing happen
Elements of a good coaching session
When conducting a coaching session to provide
positive feedback…
Describe the positive performance result or work habit using
specific details.
Solicit your employee's opinion of the same behavior.
Ask the employee to identify elements that contributed to
success (adequate time or resources, support from
management or other employees, the employee's talent and
interest in the project).
Discuss ways in which you and the employee can support
continued positive results.
Reinforce for the employee the value of the work and how it
fits in with the goals of the work unit or department.
Show your appreciation of the positive results and your
confidence that the employee will continue to perform
satisfactorily.
Elements of a good coaching session
When you conduct a coaching session to improve
performance…
Describe the issue or problem, referring to specific
behaviors or expectations.
Involve the employee in the problem-solving process to
identify the problem.
Brainstorm and write down possible solutions.
Decide on specific actions to be taken by each of you to
correct the problem.
Agree on a follow-up date.
Document key elements of the session.
Give one copy to the employee and place another in the
employee‘s file.
Elements of a good coaching session
If your coaching session is conducted to address poor
work habits such as continued lateness
Describe in detail the poor work habit observed.
Say why it concerns you, in terms of its specific impact on the
department.
Ask why it occurred and listen non-judgmentally to the
explanation. Describe the need for change and ask for ideas.
Discuss each idea and offer your help.
Agree on specific actions to be taken and set a specific follow-
up date.
Document key elements of the session. Give one copy to the
employee and place another in the employee‘s file.
Session 5
Communication Skills for Effective
Coaching
Coaching communication
Coaching is a two-way process
coach-employee, employee-coach
Clear and consistent messages will facilitate
understanding and avoid miscommunication
Open questions will glean more information
eg. What do you think about the team‘s new approach?
Not ‗Do you think the team‘s new approach is a good one‘
Good feedback
positive and corrective
Active listening shows interest and will enable you to
obtain additional information from your employee
Non-verbal communication
eg. Voice expression, is as important as verbal
communication
Giving feedback
Feedback should be:
positive, constructive and corrective
clear and concise
delivered as soon as possible after the
action for which it is being provided