COACHING

Coaching

A developmental activity in which a supervisor

works one-on-one with someone in a coaching
role to improve current job performance and
enhance their capabilities for future roles or
challenges.
 Coaching vs. Counseling
• Coaching: is a function that helps employees improve
their performance on the job by providing feedback
• Coaching is a two-part process involving observation of
employee performance and conversation focusing on job
performance between the coach and the employee.
• Counseling: a function of trained professionals that helps
employees learn to solve their own, non-job-related
problems.
 Why Coaching
• The purpose of coaching is to evaluate work performance
on an ongoing bases and encourage optimum work
performance.
• Coaching provides regular feedback and support about
employees job performance and helps you to understand
exactly what your employees need to know.
• It prevents small problems turning into big ones that may
require much more attention later.
 Coachable Moments………

Coaching is….. Coaching is not……

Day to day interaction with your staff A performance evaluation
Targeted to specific behaviors An overall review
Recognizing Strengths Focusing on weakness
Listening A lecture
Advising Criticizing
Gaining an agreement Giving an ultimatum
A constructive nudge A kick in the pants
 Why do we often avoid coaching

• Fear of confronting an employee with a concern

about his or her performance.
• Assuming that employee already knows that he/she is
doing a good job.
• Little experience coaching.
• Assuming that the employee will ask questions when
appropriate and does not need feedback.
• Lack of Time
 Basic Coaching Skills
1. Maintain and enhance self-esteem to create a
motivating environment.
2. Focus on behavior to communicate clearly.
3. Use “I” statements to communicate openly and
honestly.
4. Listening is necessary for complete
communication.
Maintain and Enhance Self-Esteem to Create a Motivating
Environment

 Listen to employees’ ideas.

 Make sure employees’ are credited when their
ideas are successful.
 Point out positive behaviors and their effect.
 Ask for examples from the individual’s own
experience.
 Avoid arguments and making “right” and “wrong”
judgments.
The following are examples of statements that can
be used to maintain and enhance self-esteem
 “I’m glad you brought that to my attention.”
 That’s a great question, I hadn’t thought of that.”
 “You’re right.”
 “Good Job.”
 “I like your suggestion, we are going to start that next
week.”
 “Could you help me with this?”
 “What do you think we can do to handle this?”
 “I have a question and I think you’d know the answer.”
 Be careful to avoid statements that may
threaten self-esteem.
 I don’t think you are able to handle this type of situation.
 You should know better than to say that.
 I though you would have a greater sense of pride in your
work.
 If you would listen you would understand.
 You can’t be serious about that suggestion.
 This situation takes some skill. Let me handle it.
 I’m surprised to hear that from a person with your
experience.
 You just don’t seem to understand.
 Communicate Clearly
Subjective Specific
 Positive Attitude  Always smiling, polite
 Lazy  Last to answer phone
 Good job  Met all of last years goals
 On time  At her desk by 7:45 every day
 Enthusiastic  ________________________
 Sloppy work  ________________________
 Shows initiative  ________________________
 Team player  ________________________
 Frequently late  ________________________
Use “I” Statements to Communicate Openly and Honestly

 Using “I” statements describes behavior or results that you

have observed or wish to see.
 They are from your viewpoint, which cannot be questioned.
 The use of “I” statements reduces an employee’s ability to
argue or disagree on weather a specific behavior actually
happened.
 These statements promote an open and honest conversation
and will lead you away from using “you” statements which
can cause the employee to be defensive.
 Open Honest Communication
Use “I” Statements Rather than “you” statements
 I need….  You have to….
 I want….  You need….
 I noticed….  You should….
 I observed….  You must….
 I heard….  You always….
 You said….
 Listening

Good coaches are also good listeners. We listen to

make sure we hear what others are saying, and
respond in a way that shows our employees
they’ve been heard and understood. Good
listening enables us to develop a rapport with our
employees.
Tips to assist you in developing your listening
skills
 Paraphrase – Briefly restate what you have
heard by telling it in your own words. Then ask
if you were correct.
 Clarify – Ask questions about anything said that
you were not completely sure about.
 Take Notes – Taking short notes will give you a
record to refer back to help remember what was
said.
Tips to assist you in developing your listening
skills
 Body Language – 85% of your meaning is
through non-verbal communication. How you act
often overstates what you say. Maintaining eye
contact, nodding your head, and smiling can show
support of what you are being told.
 Feedback – Tell your employee what your
reaction is to what had been said. When providing
feedback, it should be immediate, honest and not
attacking or mean.
Maybe the most powerful principle
of coaching is to understand that
people are motivated by their
reasons and not yours.