HR Training Deck Coach Employees For High Performance and Development V1

Train Managers to Coach
Employees for High

Performance and
Development
Training Deck
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COACH EMPLOYEES Target Audience • People managers
FOR HIGH
PERFORMANCE AND Target Length • Two hours
DEVELOPMENT
Training Materials • Speaker’s notes are included in the notes pane section of each slide.
Use these to plan and practice the training session. Note: Text in
italics is written to the facilitator and are not meant to be read aloud.
• Activity slides are distributed throughout this training deck and are
Training clearly marked “Activity” in a bar on the left side of the slide.
Instructions for both virtual and in-person activity facilitation can be
Overview found in the notes section of each slide.

• The participant handbook designed to accompany this training can
be downloaded from the McLean & Company website.
• Use the training session feedback form to gather feedback for
future versions of this and other trainings.
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COACH EMPLOYEES FOR HIGH PERFORMANCE AND DEVELOPMENT
Learning 1 Recognize the unique value of coaching employees.
Objectives
By the end of 2 Identify opportunities for coaching.
this course,
learners will be 3 Apply coaching behaviors and strategies to support
employees’ performance and development goals.
able to:
4 Commit to developing their coaching skills and using
them in their daily work.

Recommended Customizations Tips

• Review all slides and adjust the language or content as needed to suit 1. Adjust the speaker’s notes on the
your organization’s context and culture. slides before or after any slides you
modify or delete to ensure logical
• The pencil icon below indicates slides that require customization of transitions between slides.
the slide and/or the speaker’s notes (e.g. adding in an organization- 2. Update the agenda to reflect new
specific process). timings if major modifications are
made.
• Customization instructions are found in the notes pane.
3. Even seasoned leaders and employees
• Prepare for this training by reviewing the speaker’s notes and need to be reminded of core
instructions well in advance of delivery. fundamentals. Rather than delete more
basic slides, spend less time covering
them and reframe the content as a
Customization Icon refresher.

Agenda
Time Topic
Introduction
9:00am-9:30am • What is coaching and why is it important?
• What are some of the challenges of coaching?
Foundational Coaching Behaviors

9:30am-9:45am • Adopt a coaching mindset
• Build trusting relationships
9:45am-9:50am Break
Coaching Strategies
• The 4A’s of coaching
9:50am-11:00am
• Practice coaching strategies
• Action planning and continued development
Learning 1 Recognize the unique value of coaching employees.
Objectives
2 Identify opportunities for coaching.
3 Apply coaching behaviors and strategies to support

employees’ needs and development.
4 Commit to developing your coaching skills and using

them in your daily work.
COACH EMPLOYEES FOR HIGH PERFORMANCE AND
Activity DEVELOPMENT
What does coaching mean to

you?
McLean
McLean & Company || 77
What is coaching?
Coaching is a conversation Coaching
where managers ask questions
to guide employees to find
their own solutions, rather than
just telling them the answer. It Feedback Mentoring
focuses on future behavior.
Compare this to feedback, which

focuses on using information about
past work to influence future
On-the-job
behavior or performance. Formal training
training
McLean & Company | 8

Why is coaching such an important skill?
Organizational Benefits Individual Benefits But coaching can still be

challenging!
• Engagement • Confidence
• Productivity • Commitment • Learner frustration
• Retention • Reduced bias
• Fear of failure
• Team performance • Better problem solving
• Quality of relationships • Better decision making • Letting go of control
• Leadership development • Managers’ leadership
capabilities • Time investment

Use coaching for managing different levels of

performance
Successful performers
• Satisfy hunger for growth and

• Start on the path to development
higher performance • Meet need for challenge and variety
• Increase confidence • Sustain engagement and motivation
• Improve critical thinking • Mitigate burnout
• Experiential learning opportunity • Invest in building trust
High performers

How can you use coaching to

support your employees?
McLean
11
Set the foundation for effective coaching
Actively Listen Ask Questions Action Plan Adapt
Knowledge Mindset Relationship

Set the foundation for effective coaching

Adopt a coaching mindset

“My employees want to and can reach their goals.”
“Coaching can sometimes benefit my employees

more than simply telling them what to do.”
“I don’t have all the answers and I’m willing to learn

from my employees.”
“My employees have a unique, valuable perspective.”
“I want to empower and motivate my employees.”

Build a trusting relationship with your employees
Involve employees in decision making.
Communicate often.
Invest in your employees’ successes.
Be honest, direct, and open.
Embrace failure.

What does building trust look like

in practice?
McLean
16
Break

Use the 4A’s of coaching

Build engagement with employees through active

listening
Paraphrase.
Give your undivided

attention.
Don’t focus on what
you’ll say next.
Look at the big picture.

Consider what active listening looks like in virtual

settings
Make virtual “eye
contact” and face
your employee.
Check in and
paraphrase
more often. Don’t make
assumptions
about tone or
punctuation.

Ask powerful questions to guide the

conversation
Start the conversation with Encourage problem solving
opening questions with targeted questions
“What’s on your mind?” “What’s the real challenge here for you?”
“Tell me about how the last month “What’s standing in the way of you
has been for you at work.” achieving your goal?”

Ask powerful questions to guide the

conversation
Use questions to nudge
Prompt thinking about next steps
employees toward solutions
“What options are available “What do you need to do – and

to you right now?” when – to achieve your goal?”
“What have you already tried? “What resources are there to help you?”
How did it go?”

What powerful questions can

you use to coach?
McLean
23
Action plan to create accountability and added

support
Confirm what to do
next and when.
Clarify
responsibilities.
Let the employee
take the lead.
Use questions to
guide the process.
Have the employee
document the action plan.

Be prepared to adapt your coaching to different

people
Adapt to both
the individual and
their situation.
Ask powerful questions

Be aware of your biases
to learn
and preconceptions.
how to adapt.

Practice your coaching skills
McLean
26
Action plan: What are your next

steps?
McLean
27
Training Session Evaluation

Additional Resources
Feedback and Coaching Guide Coaching Tracking Sheet
Providing ongoing feedback and coaching is a key part Coaching is an integral part of employee development
of any performance management framework. Give within an organization. Keep track of employee progress
managers the tools to prepare for these conversations. with an effective recordkeeping system.
Equip Managers to Engage in Career Development Disc Learning Methods Catalog

ussions With Employees
Connect the right development opportunity to Use this catalog to evaluate and select an appropriate
the right employee through an effective mixture of learning approaches for learning and
development planning process. development programs.

Works Cited
“Annual Survey Report: Learning & Development 2015.” Charted Institute of Personnel and Development (CIPD), 2015. Accessed October 2017.
“Building a Coaching Culture with Managers and Leaders.” Human Capital Institute (HCI), 2016. Accessed October 2017.
Christensen, Ulrik Juul. “How to Teach Employees Skills They Don’t Know They Lack.” Harvard Business Review. 29 September 2017. Accessed October
2017.
DeNault, Charles. “Employee Coaching Survey Results: Important and Engaging.” Saba. 22 April 2015. Accessed October 2017.
Lawrence, Paul. “Managerial coaching – A literature review.” International Journal of Evidence Based Coaching and Mentoring 15.2 (2017): 43-66.
Accessed October 2017.
McAlpin, Kevin and Hans Vaagenes. “Critical Decision Making.” Performance Coaching International. 17 November 2017. Accessed November 2017.
McLean & Company. Exit Survey Data, 2021. Accessed October 2021.
McLean & Company. Engagement Survey Data, 2021. Accessed October 2021.
Leopold, Till Alexander, Vesselina Ratcheva, and Saadia Zahidi. The Future of Jobs. Cologny/Geneva: World Economic Forum, 2016. Accessed November
2017.
Sternberg, Larry and Kim Turnage. “Why Make Managers A Strategic Priority?” Great Leadership. 12 October 2017. Accessed October 2017.
Tal, David. “A 'Culture of Coaching' Is Your Company's Most Important Ingredient for Success.” Entrepreneur. 27 September 2017. Accessed October 2017.
Worall, Les, et al. “The Quality of Working Life.” Chartered Management Institute (CMI), 2016. Accessed October 2017.
Zenger, Jack, and Joe Folkman. “Feedback: The Leadership Conundrum.” Talent Quarterly: The Feedback Issue. 2015. Accessed November 2017.
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Train Managers to Coach

Employees for High

Overview found in the notes section of each slide.

Delete this slide before presenting this training

Learning 1 Recognize the unique value of coaching employees.

Delete this slide before presenting this training

Recommended Customizations Tips

Delete this slide before presenting this training

Foundational Coaching Behaviors

Learning 1 Recognize the unique value of coaching employees.

3 Apply coaching behaviors and strategies to support

4 Commit to developing your coaching skills and using

What does coaching mean to

Compare this to feedback, which

McLean & Company | 8

Why is coaching such an important skill?

Organizational Benefits Individual Benefits But coaching can still be

McLean & Company | 9

Use coaching for managing different levels of

• Satisfy hunger for growth and

McLean & Company | 10

How can you use coaching to

Set the foundation for effective coaching

Actively Listen Ask Questions Action Plan Adapt

Knowledge Mindset Relationship

McLean & Company | 12

Set the foundation for effective coaching

Actively Listen Ask Questions Action Plan Adapt

Knowledge Mindset Relationship

McLean & Company | 13

Adopt a coaching mindset

“Coaching can sometimes benefit my employees

“I don’t have all the answers and I’m willing to learn

“My employees have a unique, valuable perspective.”

“I want to empower and motivate my employees.”

McLean & Company | 14

Build a trusting relationship with your employees

Involve employees in decision making.

Invest in your employees’ successes.

Be honest, direct, and open.

McLean & Company | 15

What does building trust look like

McLean & Company | 17

Use the 4A’s of coaching

Actively Listen Ask Questions Action Plan Adapt

Knowledge Mindset Relationship

McLean & Company | 18

Build engagement with employees through active

Give your undivided

Look at the big picture.

McLean & Company | 19

Consider what active listening looks like in virtual

McLean & Company | 20

Ask powerful questions to guide the

McLean & Company | 21

Ask powerful questions to guide the

“What options are available “What do you need to do – and

McLean & Company | 22

What powerful questions can

Action plan to create accountability and added

McLean & Company | 24

Be prepared to adapt your coaching to different

Ask powerful questions