These are the notes I took from one of the courses I took from training at my work:
Coaching or mentoring employees:
It’s important to observe employees to see their strengths and weakness. Its important to not form premature judgments.
As you try to define what is the cause of an employee’s problem you need to avoid as you form theories, ask yourself if you’ve done anything to contribute to the behavior your observing.
-unrealistic expectations
-Inferred feelings
-failing to praise
-failing to model desirable behavior
*Ask another employee to describe their obser4vations and it will give you an additions perspective.
Listen for signals for example if an employee says they can’t finish a project on time they may need help with time management.
There is no use whatever trying to help people who do not help themselves. You cannot push anyone up a ladder unless he be willing to climb himself. – Andrew Carnegie.
Is the person willing and able to be helped.
Is the performance problem solvable?
Make sure that the sessions as a coach and evaluating employees is two separate sessions
Create an atmosphere of trust by showing an interest in employee’s long term development, show empathy for their situation, fulfill promises and respect confidentiality.
Express accountability in measurable terms whenever possible
Avoid common coaching mistakes.
1. Talking too much (focus on probing questions to generate needed info),
2. Failing to listen actively (take notes on key comments or concerns),
3. Losing control of emotions (If you’re having a bad day wait on the coaching,
4. Failing to prepare the coachee emotionally for new challenges..
During coaching a manger wants to build a shared agreement with a direct report about a desired outcome.
Steps for coaching:
1. Prepare (test hypotheses, estimate probability of improvements, ask employee to prepare for coaching.
2. Discuss skills and performance (listen to responses
3. Coach: obtain agreement on goals, customize approach, blend inquiry ad support, give feedback and create action plans.
4. Follow-up: regularly discuss what’s working well or not.
