An effective coaching process requires that objectives and expectations are clearly understood. It is essential that the coached employee receives all the appropriate training based on their job responsibilities and future development needs. Observation of behavior, communication, and ultimately behavior modification are essential for success in coaching. This includes feedback and reinforcement.
1. Set clear goals and expectations. Setting goals and objectives is not an easy task. They must be specific, measurable, achievable, relevant and timely. (SMART) Goals and objectives are the first step to effective coaching. The employee must participate in this process. After all, the goals must be specific to that person and they must take responsibility. As goals or expectations change, it is your job as a coach to communicate these changes to your employees. The goal must be negotiated, not dictated.
2. Training. To be an effective coach, you must understand the strengths and weaknesses of the employee. This includes a thorough understanding of your training needs and accomplishments. Do they have the skills and knowledge necessary to achieve the goals and objectives that have been set? Ensuring that the employee has the opportunity to obtain the necessary training to develop their skill set is a prerequisite for effective coaching.
One of your basic challenging responsibilities as a coach is to identify the skills and knowledge the employee needs and then organize the appropriate training.
3. Observation of behavior. How does the employee react to a crisis? How do they handle themselves when placed in leadership situations? How do they react to peer pressure? As a coach, observing employee behavior and pointing out details that need attention and discussion is a primary responsibility. It is important that you collect and record both positive and negative performance along the way to add credibility to your comments.
4. Feedback Meeting with the employee regularly to discuss performance and other issues is absolutely critical to their development. The key is not to tell the employee what to do, but to help him find the answers for himself. This can be done by asking very specific, thought-provoking questions. Make sure to compliment the employee on all the positive behavior they have observed.
5. Positive reinforcement. Believe it or not, employees want to be held accountable. If we are to hold employees accountable, they must know how they are performing. Specifically, we must emphasize the positive aspects of their performance. Focusing on the good things an employee accomplishes will motivate them to continue doing a good job, and in turn, ensure repeat performance. This is often called an adaptive feedback loop.
It’s about leadership
Make no mistake, coaching and mentoring are all about leadership. It is difficult to be a coach or a mentor without leadership skills. Coaching and mentoring have to do with the development of others. It requires effective development activities and projects related to current and future performance expectations. It requires the unique ability to recognize potential ability and skill in others that is worth developing. A good coach or mentor possesses an innate ability to motivate and inspire others to achieve ambitious goals. They have the ability, knowledge and sensitivity to generate an adaptive style according to the individual and the circumstances in question, earning respect and trust.
Some of the key characteristics of coaches and mentors include the following;
Development of others:
o The ability to help employees determine the skills and abilities necessary for growth.
o Recognize leadership potential
o Create appropriate development plans
o Expert in constructive feedback
o Avoid the role of facilitator and hold people accountable
o Reward and acknowledge success
Delegation:
o Believes in the capacity of employees and empowers them
o Provides opportunities for employees to develop
o Allows employees to take credit for success
o Provides guidance but doesn’t get in your way
Communication:
o Exceptional listening skills
o Maintains eye contact
o Take notes
o Ensure understanding by asking for clarification
o Reiterate communication often to strengthen understanding of the problem
o Uses servant-style body language that is open and non-threatening
o Speak clearly and concisely
o Asks questions
o Maintains a positive attitude at all times
Sensitivity:
o Shows high self-esteem and respect for others
o Encouraging attitude and concern for individual feelings
o Recognition achievements
o Always speak positive of others
o Aware of their own limitations
o Motivating influence
Decision making and monitoring:
or commits to a course of action
o Make decisions openly
o Accept responsibility
o Establish priorities
o Establish completion dates with expected deliverables
o Anticipate needs and take action
o Take a calculated risk but consider all aspects of the problem
o Develop alternative solutions
o Keeps the right people informed
Most of us are not born leaders. We are not experts in communication. Yet a good percentage of us yearn to become men’s leaders and make deep connections in our careers that lead to commitment, a commitment to success. For family organizations, leadership is passed down from generation to generation. To achieve the goals, each generation must understand the following basic leadership principles.
o Honesty
o Integrity
o Respect
o Reliability
o Sincere concern for others
o Willingness to take calculated risks
Once these principles are learned and practiced, the next step is to harness these leadership skills to develop the management team. The leading executives of the Wolf family who have been through the evolution of change understand this and are clear about their responsibilities.
“The true test of a successful leader is that he leaves behind the conviction, the will, and the understanding to move on.”