Join Lisa Gates for an in-depth discussion in this video Establishing a coaching relationship with your employees, part of Coaching and Developing Employees.
Coaching your employees is a highly collaborative process. That collaboration begins by intentionally designing your relationship, making mutual agreements about logistics and what you'll be focusing on. We'll be using something called the GROW model to help you and your employee kick start the development and goal setting process. GROW is an acronym that stands for goals, realities, options and will, and it has several purposes. It helps you and your employees clarify their initial goals, assess what's currently happening and identify potential roadblocks. It also helps your people brainstorm opportunities and resources for growth. This model offers a great set of open ended questions, which are all included in the exercise guide.
You can ask these questions in person, or to save time, you may want to provide all the questions in advance and simply review and tweak them, in your first meeting. So, for Goals. I might ask, What would you like to achieve? For realities, I might ask, What's derailing your progress, towards your goal? You want to encourage your employees to be thoughtful with their responses. For options, I might ask, What possibilities do you see for action? And finally for will, I might ask, What are your next steps? The next piece of designing your relationship is to agree on basic logistics.
Agreed to the day and time you meet, how often, and location. As manager, you've previously found some chunks of time that work for you. If you can pick a day and time that works for both of you and stick with it, you'll create momentum and you'll save time because you won't be trying to coordinate your schedules constantly. Finally, a word about confidentiality. To keep trust high in coaching, your employee's process needs to be held in a vault.
This means the details about your conversations are not to be shared, but results, yes.
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- Establish a coaching relationship with your employees.
- Demonstrate the cornerstones of coaching.
- List examples of "PowerTalk Practice".
- Describe how to challenge your employees for growth.
- Identify how to manage accountability and give future-focused feedback.
- Align professional goals with company objectives.
- Design stretch opportunities.