Join Lisa Gates for an in-depth discussion in this video Developing a coaching culture, part of Coaching and Developing Employees.
Stripped down to the essence, coaching is about shifting mindsets that lead to a change in behavior. At its best, coaching also creates a environment in which positive behavioral changes lead to improvement in team and organizational results. Here's what's curious. Despite the fact that coaching is in wide use across the corporate landscape, it's often viewed as a remedial tool to correct poor performance. But good coaching is about creating a high-performance culture, not managing a low-performance one. So let's say you leave this course, committed to implementing a coaching program, you're intent on sharing your experience and results with leadership and the hopes of generating company wide adoption.
That's fantastic. A natural aptitude goes a long way. But I encourage you to take this further. Coaching is a management skill that requires devoted energy to improve. So, consider enrolling in a formal coaching training program. Training and certification will give you the confidence and credibility to make your case. Now, before we're done, I want to share a few ideas that will help you get buy-in from leadership. Number one, keep a record of all meeting dates, so you can quantify the time spent with everyone you've coached.
Two, take notes during every meeting. You want to capture insights, accomplishments, accountabilities, and of course, next steps. And you can use your notes to demonstrate the return on investment. Three, use collaboration tools. Because the coaching process is so iterative, with each session building on the next, think about using a cloud tool, to collaborate, so you're always on the same page with your employee. If you prefer to use pen and paper that's great too but don't switch formats or you may lose track. No matter what method you choose, be consistent.
Four, network and share. You want to be communicating your experience and progress with everyone, from your boss to influencers in other departments, HR. And if you have one, your training and development director. This is vital because it allows you to share your best practices and it demonstrates your leadership. A lot of ink has been devoted to the topic of building a coaching culture or creating a learning organization. In the exercise guide for this course, I've included a list of books and websites devoted to the topic.
So you can feed your curiosity and build your case. In the past several years, many studies have been conducted to measure the effectiveness of coaching in organizations and I've included a few of those studies in the exercise guide as well. I can't say this enough. If there's one thing to take away from this course, remember people are dying to be coached, to be supported. So listen. Go out and practice. Fall down, get back up, and do it again. You'll not only transform the careers of the people you coach, but your own career too.
Lynda.com is a PMI Registered Education Provider. This course qualifies for professional development units (PDUs). To view the activity and PDU details for this course, click here.
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- Finding time to coach
- Establishing a relationship with your employees
- Asking powerful questions
- Becoming an active listener
- Maintaining accountability
- Using questionnaires and self-assessments
- Aligning professional goals with company objectives<br><br>
- The PMI Registered Education Provider logo is a registered mark of the Project Management Institute, Inc.