The demand for today’s leaders to be intentional about having the right coaching conversations with their team can be a real challenge. Managers often apply a more directive style due to a lack of coaching expertise or time constraints, but this can no longer be the norm. Instead, employees are eager for coaches who are more engaging and intentional about their development. Coaching conversations are proving to be a highly-effective tool for employee development, satisfaction and retention in today’s business life. However, it is equally necessary to help leaders build a team that is motivated and committed to working towards achieving a common goal. A lot of emphasis is placed on leaders engaging their employees through asking the right questions and being intentional, rather than the occasional performance reviews or courtesy pass. A leader with the right coaching mindset can inspire employees to unlock new levels of individual and team performance and build accountability by deploying the strategies for a great conversation. How can you look to be a ‘coach in the moment’, have better coaching conversations and contribute to your employees’ satisfaction in their strive to advance their careers? How can you crack the Effective Coaching Conversation Code? In this deck, you’ll learn and understand; Why ongoing two-way feedback conversations matter to your employee. The factors behind coaching challenges and how to avoid them. What your employee really wants – engaging conversations. The steps to having effective conversations and the strategies to apply these steps for every employee successfully.

1. Cracking The “Effective Coaching Conversation” Code
Drive peak performance and reinforce a positive, support and collaborative culture.

2. Only
25%
Three in four employees do not agree that their
managers provide meaningful feedback –
feedback that helps them get better
of employees get
meaningful feedback
Only
30%
of employees gain
deliberate focus of
managers
Only 30% of employees agree that their manager involves them in
setting goals at work

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But today’s employees…
• Are no longer satisfied with the ‘pat on the back’ or
the occasional annual employee survey.
• Thrive in organizations where leaders communicate
with them openly and consistently.
• Want more consistent feedback and personalised
feedback
• Consider an engaging workplace as an absolute
fundamental requirement
Click here to read: Improving Employee Performance – Best Practices

4. Work performance
Employee work performance has
improved by 70%
Time management
Employee’s ability to manage time
effectively has improved by 57%
Team effectiveness
Team effectiveness has improved by 51%
Coaching has helped to
improve
Click here to read: How to Effectively Manage and Evaluate the Performance of your RemoteWorkingTeam

5. COACHING ALSO IMPACTS MANAGERS
30% of managers who are trained in
utilizing the correct coaching
techniques say that they have
changed their managerial style to
be better
Coaching improves
work performance
by 70%
Managers agreed that
team effectiveness
increased by about 51%
after coaching sessions
Coaching improves
time management
by about 57%
30% 51%
Click here to read: 5 Effective Leadership Principles forYour Organisation
70% 57%

6. But, what exactly is
coaching?

7. Coaching is defined as an
interaction in which one individual
enables another to develop skills,
attitudes, or behaviors to help
them maximize their performance
in their current role or in their
future career.
Click here to read: 5 Effective Ways of Developing Employees for Performance

8. From the definition,
three key things
that coaching does
are…
It enables employees to
maximize their
performance by
developing their skill
It helps to improve
their performance in
their current role or
their future career.
It’s an interaction
where a manager
empowers each team
member

9. Despite this, managers
and employees continue
to face challenges with
cracking the effective
coaching methods

10. COACHING
Conversations with the
leadership of the
organization is not viewed
as positive and only take
place when it’s for
punitive reasons
Conversations are only
set aside for the
annual performance
review
Managers do not see it
as important and fail to
allocate time for one-
on-one conversations
3 REASONS WHY
COACHING CAN BE A
CHALLENGE
Click here to read: Creating the Right Leadership Development Plan for Your Organisation

11. But effective coaching conversations
are very important because…
Employees feel valued, satisfied and it improves
employee retention
It open doors for leadership opportunities making
employees committed to the
Empowers employees and encourages them to take
responsibility
a positive employee will model the behavior of a
coach who understands them as individuals, this
leads to good organisation culture
Click here to read: What is Strategic Workforce Planning? 5 Steps for Successful Planning

12. “Coaching is unlocking a
person’s potential to maximize
their own performance. It is
helping them to learn rather
than teaching them.
12
12
Click here to read: 5 Key Benefits of Succession Planning (& Importance for Business Success)

13. Focusing on Individual
Asking the Right Questions
Feedback
Three Steps of Effective Coaching
Click here to read: High PerformanceTeamwork: Key to Business Success

14. • Focusing on the individual and not just the issue
or the problem gives the employee an
understanding that this is time that you’ve set
aside for them, and that you’re paying attention
to their growth and development.
• By doing so, you’re creating a strategy
that’s unique for the individual or the
employee that’s sitting before you.
Focusing on the
Individual
• Your conversation tone should be
nonjudgmental, while you’re
actively listening and mindful of
your body language. This helps
you to create an atmosphere that
is inviting, and positive, and
approachable.

15. Ask the Right
Questions
Be inquisitive. Asking thoughtful
questions, open-minded and open
ended questions leads to self
reflection and more realisation of how
they can get better
If you don’t understand something
that’s been ask clarifying questions
like, “I believe what you said was,” or,
“I want to make sure that I
understand.”
In asking questions, showing good
body language, showing that you’re
present, and you’re intentional
about helping them in their
development.
The goal of an effective coaching
session is to establish trust in the
engagement. Ask questions that do
not imply judgment or wrongdoing.

16. 01 What does success look like to you?
03
Who’s going to help you reach those
goals?
04 What are some of the tools or resources
you need to help you achieve success?
02 What is the first thing you plan to do
when we leave this discussion?
Be intentional
about asking
questions
like…

17. 2 0 2 0 © 1 p p t !
Traditional feedback sessions are mostly
one-sided engagements with employees
simply asking questions. But you want
your coaching conversations to be a two
way engagement. It’s not just a lecture
for the employee.
Feedback

18. • Apply techniques that are performance improvement driven and
ensures development for your high potentials and those who seek
to be high potentials.
• Ensure that the conversations can be reflective, assessing and
looking at past projects and tasks that have been completed.
• Discuss strengths and opportunities, and look at ways to improve.
• Give opportunity for your employee to lead the discussion, to ask
questions where they have reflected on their past performance.
• Looking ahead strategize on how your employees can move forward
in the future
When giving feedbacks, you should also…

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感谢您下载包图网平台上提供的PPT作品，为了您和包图网以及原创作者的利益，请勿复制、传播、销售，否则将承担法律责任！包图网将对作品进行维权，按照传播下载次数进行十倍的索取赔偿！
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Recognising the Correct Application for
Inquiry and Advocacy
• Before you begin any coaching conversation, review your employee’s
most recent metrics and other performance evaluation. Identify a couple
of topics that you want to discuss in your conversation. Make sure that
it’s based on current performance, or a level of urgency that you need to
address a certain area of development.
• Look to others who work with the particular employee for feedback. They
may be peers, project managers, mentors, advisors, etc. And then plan
out your key messaging, how you want the conversation to be delivered
and remembered?
• Make sure that you keep the employee’s preferences and needs in mind
as you begin your conversation. Remember that this is their individual
time for each topic. Talk it through. Remember current performance and
keep a positive, encouraging tone. A positive and encouraging dialogue.
• Leave sufficient time for your employee to share their own perspective,
that this is where the self-reflection becomes important so you have time
to respond to any questions where they feel that they need support or
guidance.

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Recognising the Correct Application for
Inquiry and Advocacy
• Agree on what’s next, including the when, what, and the where. What
topics will you focus on? What actions do they need to take? Setting
some smart goals, checking those goals off
• Make sure that we’re asking some of these questions. What strategies
that work well for you that we can apply to other situations? Find out
what’s contributed to the success that they’re currently having, if we can
duplicate that as we move forward and progress.
• If you find that something has not gone as well as you would have liked,
it’s a good time to ask. “So what are some things you would do differently
if there’s an opportunity to start over, what could you do different? Or
share with me the roadblocks that have gotten in the way of your
success? What challenges exist and how can I either remove them or less
work toward how to work through them, how to better manage them?
And what are the next steps, and how do I help you get there?”

21. What should happen after the conversation?
It’s important to summarize the conversation and agreed on next steps
Create Call to Actions
Create CTAs that help to keep
track of the results and
measure progress
Ask for their opinions
Ask those open ended questions
again, e.g. What will you take away
from our discussion? What do you
need from me? Remembering to set
realistic expectations
Create checkpoints
When will they know that success
has happened? Or how much time
are we giving ourselves? Set some
frequent and consistent checkpoints.
Apply Coaching
Techniques
Applying basic coaching techniques
for performance improvement,
career development, and other
skills.

22. At Workforce Group, we understand the significance of good
coaching interactions in the development of your employees.
Through our highly pragmatic coaching programmes, we have
discovered the challenges hindering the advancement of today's
employees, and we've devised strategies that has helped our clients
overcome this hurdle.
Learn the strategies needed to develop your workforce, boost their
performance, progress their careers, and make sure your
organisation has future leaders who can assure its sustainability.
Scale the advantage…

23. READY TO GET
STARTED?
Visit www.workforcegroup.com or
Send an email to -
hello@workforcegroup.com

24. YOUR BUSINESS YOUR PEOPLE OUR FOCUS
=
Workforce Group
… We go beyond

25. What we do
We help organisations solve problems around:
Staff Payroll
Management
Performance management
support
Health insurance management
Executive, Experienced and
Graduate Recruitment
Staff onboarding and
training
Staff records
management
Leave and exit
management
Background
verification
Strategy Development and
Execution
Digital Learning Function Specific
Programmes
Leadership
Development
Digital Content Creation and
Conversion
Assessment and
Development centre
Occupational testing
and Success Profiling
Independent Contractor
Management
Assessor skills training
Professional Employer
Organisation
Employer of Record
Recruitment Process
Outsourcing

26. Workforce by Numbers
17
Year-old Startup
8
Businesses
120+
Consultants
20
African Countries
8000+
Outsourced
Employees
1200-
capacity
Learning Facility
115+
Computer-based
test facility
250+
Clients
10+
Industries Served
36
States in Nigeria