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5 Secrets to Coach Your Employees

It is no matter what role we got in ourselves, as examples entrepreneurs, executive or others, we are in the same motion, react to every events in our life, feeling pressure to do better and always think about the outcome. Actually, this is not the bad behaviors to have but this is a space in which we thrive and survive. It is only matter of time before it gives impact to our behavior and this is why coaching for high-performing individuals who work in innovative business is a great fit.

First of all, what is coaching ? Some things means vary to other people. It can mean a certain technique that is referred to “coaching” or actually a counseling or feedback.

For example, you may heard a manager will say, “Let me give you some coaching around ABC,” and then they explained to an employee why they failed to accomplish a task. The manager then explains the right way to do the ABC. So what does a real coaching conversation look like? Well, something like this: “So, how do you think your presentation on ABC went?” The employee is given time to reflect, respond and be an active participant in the conversation. The manager continues to ask thoughtful questions such as: “What would you have done differently?” ”What actions will you take?” or “How can I support you?” Do you notice the difference? This is a coaching conversation where the employee is empowered to act while being supported by their manager. The employee gains confidence knowing that they own the outcome while feeling acknowledged and supported by their manager.

So, to integrate coaching into your talent management strategy, you should follow these five steps:

1. Educate your leaders

  • Start at the very beginning and educate the executives on various and benefits between couching and counseling.
  • Ask them about their perspectives on coaching and also their willingness to participate and support coaching initiative.
  • Explain to them the benefits of coaching and ask how they will implement that inside their organizations.

2.Identify coaches, participants and executive sponsors

Search for individuals and managers that can be trained to be internal coaches inside the company. These talents may be inside your talent management and organizational development areas or could exist inside the business itself. Participants should be excited to be part of the program and willing to make a commitment. Just as important as identifying the coaches and participants is to make certain that you have executive sponsorship. Determine which executives would like to sponsor the program and be a participant. Request that they support you in your coach and participant identification, marketing efforts, during participant enrollment and throughout the program’s life cycle.

3. Manage expectations

Make sure to set clearly the expectations with your internal coaches, people being coached, executive sponsors and of course your managers and colleagues. It is best to run the initial program as a pilot and build upon its success. Make certain everyone is clear on the goals of the program, time commitment and their roles and responsibilities.

4. Train

Enroll your internal coach candidates in a coach-training program that is designed to train individuals that work inside companies as a coach. If you choose to enroll internal employees to become coaches, ensure they’re being coached by a coach with experience coaching internal coaches.In addition, be sure to train the individuals who are to be coached on the role and responsibilities of the participant, while establishing a clear and consistent process for enrolling clients, coaching time and exiting clients.

5. Measure success

Prior to starting the program, determine how you will measure its success. It may be done simply by using a net–promoter score or setting up a simple impact study. (It doesn’t have to be a rigorous measurement such as ROI.) If your program is embraced and utilized (coaching clients show up and participate in the coaching), then that’s a great sign. Interviewing them or surveying them on the benefits they received is also an excellent idea. In addition, be sure to ask the managers of the program’s participants about the changes they may have noticed in their employee’s behaviors after being coached.

In a time where we’re surrounded by change and have so many demands on our personal and professional lives, the need for coaching is at an all-time high. Coaching is a model for engagement, empowerment and accountability. It teaches those being coached to be responsible and to “own” their results. By engaging in coaching, you’re making a decision to replace mediocrity with high-performance.

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