Benefits:

• Employees contribute a greater percentage of their potential
• Employees’ potential expands as they experience success in their job
• Positive, confident staff contributing to a positive work environment
• High return on the investment of your time in coaching
• Overall, a more productive unit
  

Leverage existing strengths (competencies) and performance.

Research clearly shows that the impact on performance results is substantially greater when you help an employee develop an already strong capability into an extraordinary one than when you try to turn a weak competency into just an OK one. It pays to focus more of your limited coaching time on your stronger staff members.

Paint the vision–and benefits–of them performing well.

What will it look like when they are operating more effectively and getting greater results? What will it feel like for them? How will they benefit, personally? How will the organization benefit? Discuss this early in your coaching process. Ask for their perspective on these questions.

Assess both their motivation and their ability.

What is holding the employee back? She may lack one or more of: motivation, self-confidence, skill or knowledge. If she needs certain skills or knowledge and you believe she is capable of learning this, then training is the best approach. If, on the other hand, she lacks desire or a belief in herself, you need to focus your coaching on attitude.

Express your belief and confidence in their ability.

If the employee respects your wisdom and trusts you (this is key), when you tell her that you absolutely believe she can achieve the goal or the learning she will pick up your faith in her and come to believe it herself.

Get them to do the thinking.

A coach may prod, encourage, give feedback and make suggestions. Resist the temptation, however, to tell them what to do and how to do it. Instead, help them discover it for themselves. A solution they come up with will fit their mental “map” or “model” and will have a much better chance of becoming part of how they operate in the future.

Reframe perceived obstacles into possible actions.

Learning is often daunting. The employee often finds reasons why she can’t learn the new skill or behavior or perform at a higher level in her current job. Move her off the “problem” by asking her what she could do to overcome it or what she could do differently. Remember, humans are wired to move towards that which they think about…either the obstacle or a way around it.

Track progress and celebrate small “wins.”

Our brains are wired to respond to positive reinforcement and feedback. When we see our own progress, even small steps, we become encouraged and motivated. Watch their activity and results and draw their attention to instances where you see them doing it “right” or at least better.