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During my workshops we often have interesting discussions regarding the many aspects of coaching. Here are just a few of the questions we have tackled:
- When should coaching be done?
- How should coaching be done?
- How do we get a commitment from managers to provide coaching?
- How does coaching tie into training?
These are all great questions, and I will try to address each one of them for you. The way I see it, this is a great training opportunity!
Don’t assume that just because someone holds the title of “Manager” or “Supervisor” they know how, or when, to coach. That’s where training comes in. We can provide managers with the knowledge and skills they need to be effective coaches! And, if they know how to do it, the chances increase that they will do it!
Let me begin by defining “coaching.” Effective coaching is an ongoing process which involves praising, correcting, and reinforcing behaviors, so every employee remains on track and performs at the highest level possible.
Langevin defines “training” as the provision of knowledge and skill to improve job performance immediately. Coaching is a critical part of an employee’s post-training success. Once the employee has completed training and has returned to the job site, their manager should schedule a coaching meeting within 30 days to discuss skill transfer, action plans, questions/concerns, or simply to give feedback on how the employee is performing.
Coaching doesn’t always have to involve correcting or improving performance. It can also be a way of praising individuals for doing well.
Positive Coaching
This type of coaching involves the reinforcement of good behavior by providing positive feedback. Positive coaching may include rewards.
Corrective Coaching
This type of coaching involves progressive attempts to change behavior and get someone back on track by providing corrective feedback. It may also include corrective consequences.
Because giving feedback is an integral part of coaching, managers and supervisors must also be trained on how to provide feedback. I use the “POP” method.
Good feedback must be:
Prompt – Managers need to be aware of both good and bad behaviors as they happen. Appropriate feedback should be given in a timely manner—as immediate as possible. Because performance changes tend to occur slowly, it’s crucial to reinforce even less obvious improvements whenever they occur.
Objective – Use facts rather than opinions! Concentrate on the specific behaviors observed that need improvement and be as detailed as possible to avoid potential differences of opinion.
Pertinent – Information should highlight specific areas of performance that have quantifiable value to the manager or the company, rather than vague areas of personal preference.
There you have it—the essence of coaching. And now, my question to you is: Are you training the managers in your organization to be better coaches? I’d love to hear your plan of action.
If you want to show true leadership by giving regular, helpful feedback and coaching to others, you’ll learn this and more in the Evidence-Based Management and Leadership workshop. The Successful Training Manager workshop will also put you on the road to success with a variety of coaching tools and interventions, as well as a complete action plan.
