Coaching Skills for Managers

Coaching Skills for Managers

Date: On Demand (access any time)
Investment: $285 per person
(Discounts for multiple participants)

INCLUDES: One-on-One Telephone Coaching

How do you get the best out of your people’s performance? How can you increase the skills or knowledge of an employee? Coaching isn’t something only reserved for sports people and on sporting fields. In order to develop those around you, you could take a coaching approach. Today, coaching is widely embraced by organisations and managers around the world as a way to:

  • Develop individual staff members
  • Improve a person’s work performance
  • Build productive working relationships
  • Diagnose performance or even attitudinal problems

What is Coaching?

‘Coaching is a directive process that allows a manager to have a one-on-one conversation with an employee about the current the realities of their performance and to help that employee remove barriers that could be affecting their work performance, or to enable the employee to see how he or she can take their skills to a new level.’

Coaching takes place when:

  • An employee is ready to learn something new
  • An employee’s performance could be improved
  • An employee skills, knowledge or attitude has plateaued
  • A manager believes his or her team member can go to a new level
  • An employee suggests the need to fine-tune his or her skills

Tips for Coaching Employees

Over the next couple of pages we will define the characteristics of a good coach and why you need to use a coaching approach, where you can have coaching conversations and how to use the famous GROW coaching model with your team members.

1. What makes a good coach?

Coaching is rapidly growing in popularity as a way for managers to enhance their working relationships, team work as well as individual and organisational productivity.

The characteristics of a good coach include:

  • Being positive
  • Being supportive
  • Being goal oriented
  • Being focussed
  • Being observant

2. Why do you need to use  a coaching approach?

A coaching approach is very different from the command and control culture that used to exist in many organisations.

  • This approach encourages independent work and responsibility between employees.
  • Coaching helps an employee on the whole learn new things quickly and adapt to change sooner.
  • Individuals become better and more proactive learners as a result of coaching conversations in addition to learning the skills taught through this approach.

3. Where can you have coaching conversations?

It is not necessary to have a coaching conversation as a formal process, although it helps to set aside some time each month as a manager to spend time with the individuals within your team.

You can conduct coaching conversations in private, where both you and your employee feel comfortable and relaxed. It is a good idea to schedule time and block a room where you will not be disturbed and also let the person know in advance about the coaching conversation about to take place.

As a manager you too should prepare for the coaching conversation in advance.

4. The GROW Model

A simple and powerful model to use when having a coaching conversation is the popular GROW coaching framework. The GROW model was developed by Sir John Whitmore in 2002 and is a simple framework (and acronym) that can guide you through the four stages of coaching conversation. GROW stands for:

Ÿ Goal      Ÿ Reality    Ÿ Options    Ÿ Will

5. G– Goal

The first part of any coaching conversation involves talking about a goal. What is it you are wanting your team member to be able to do differently? Generally, the reason you’re having a conversation is there may be some type of gap between where he or she is today and where they need to be in the future.

It is also a good idea to set SMART goals—or goals that are Specific, Measurable, Attainable, Relevant and Time-bound.

6. R—Reality

In this step you work with your team members to assess the current situation (or reality of where he or she is). Invite self-assessment, offer specific examples of feedback and check assumptions. For any growth to take place, your team member must also acknowledge but there is room for growth and development in this area of their working performance.

7. O—Options

Next, you will want to discuss a range of options to help your team member achieve the goal being discussed. This is where some amount of self-directed learning happens. Use good coaching questions to guide your team member explore the best way to leverage her talents and abilities to achieve the (mutually) agreed upon goal.

8. W—Will

A goal also needs energy or motivation in order to be achieved. In this step have your team member commit to action. Together, identify any obstacles that may arise and ways to overcome them. The Will stage is also when you set small milestones together so you both know how and when improvements should take place. You will also agree on any support that he or she requires from you.