Coaching is something you begin from the first day an employee arrives on the job, when you discuss the individual’s responsibilities, your expectations, the unit’s role in the bigger corporate picture, and the company’s mission and strategy. Thereafter, schedule to meet with the employee one-on-one at least once a month. See the sample coaching worksheet in Sample Coaching Worksheet.
Many managers argue that they don’t have time to coach each and every one of their employees on a regular basis. But ask yourself, “What will it cost in time or money if my employees don’t have a clear view of operating priorities or plans, or lack critical skills, or encounter problems that impede progress?” The cost in time and money will be considerably more than the time you’d spend in coaching. In other words, coaching is preventative maintenance.
While coaching mostly involves one-on-one meetings, bear in mind that it can also take the form of group sessions. The intent of these meetings is the same as one-on-one sessions—to prepare employees to do their jobs better. Group sessions can thus provide information on action plans, focus on skill-building activities, or remedy small group performance difficulties before they grow beyond control.
How can you go about coaching your employees?
Question employees about work in progress. Give feedback. There is no such thing as too much feedback about job performance. Praise for a job well done reinforces that behavior and increases the likelihood of its continuation. Suggestions for improvement tell employees you think they are capable of doing better.
Should you see any problems, ask open-ended questions. “What’s keeping you from doing an even better job than you are now?” Or, “Is there anything we need to talk about?” And, most important, “How can I help you?”
Once you have developed the knack of asking such questions in a nonthreatening way, you should be able to uncover problems that may not otherwise come to light. You might identify a skill deficiency. Sometimes, too, you may dis- cover more about an employee’s interests and aspirations. This may suggest ways to redesign the job and thereby stimulate above-standard performance.
Besides being a skilled listener (Learn to Listen), you should be alert to
what’s happening on the plant, service, or office floor. Practice management by walking around, and then discuss what you observed with the employee. Jot down casual comments or follow-up thoughts you can discuss during one-on-one meetings you hold with staff members each month.