CoachingConversationJobAid
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This document provides guidance for coaching conversations between managers and employees. It outlines assessing an employee's performance readiness, setting clear performance standards, and structuring the coaching conversation to establish goals and plans for improvement. The coaching conversation structure involves discussing the current performance level relative to goals, barriers to goals, and agreeing on actions and accountability to achieve goals. The goal is to provide direction, feedback, and support to employees and foster trust between managers and employees.
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Achieving life performance through effective coaching & mentoring
CoachingConversationJobAid
- 1. • What is the specific job, task or activity? • What is their Performance Readiness? - Ability? - Willingness? • What demonstrated examples can I reference? • Have I communicated a clear performance standard? Pre Coaching Discussion: • What is SUCCESS for the conversation? • How can I foster TRUST? • How can I help them get better results faster? Structure of Coaching Conversation: • What is the goal? • Where are we in relation to goal? • What is getting in the way of the goal? • How are you going to get to the goal? • Agreement on current performance and opportunities for improvement? • Documented plan / solution with clear accountability for “next steps”? - 3P - IDP - Project Plans - Email • Open and ongoing communication about progress or challenges Manager of Others The Coaching Conversation • What is the specific job, task or activity? • What is my Ability and Willingness to perform the job, task or activity? • Do I have a clear performance standard? • What direction /or support do I need? Opportunities during Coaching Conversation: • Remain open to constructive feedback • Ask for the Direction / Task or Support / Relationship guidance you need • Clarity on specific job, task or activity on which to improve • Clear Performance Standard • Identified SOLUTION or plan on how to improve performance • Proactively communicate progress • Increased TRUST that manager is working to help performance Plan Conduct Document Individual Contributor HBDI= How conversation is conducted Situational Leadership® 4S Coaching
- 2. Holistic Intuitive Integrating Synthesizing Interpersonal Feeling based Kinesthetic Emotional Logical Analytical Fact based Quantitative Organized Sequential Planned Detailed R4-S4 Coachee defines Coach acknowledges Coachee initiates Coachee drives the solution and owns follow-up R3-S3 Discuss shared Discuss seek agreement Ask for / discuss Agree upon the solution and next steps R2-S2 Discuss, coach explains Coach describes and explains Explain Coach explains and agrees to follow-up R1-S1 Coach Defines Coach describes Establish Coach defines and establishes follow-up Success Situation Source Solution / Follow-up Situational Leadership / 4S Bridge We tend to speak the language of our most preferred quadrant – to Coach effectively, we need to tailor the conversation to the preferred quadrant of the “receiver”