Join Lisa Gates for an in-depth discussion in this video Inspiring learning through conversation, part of Coaching and Developing Employees.
Now that you've touched on the cornerstones, then anchor your coaching process, let's take a look at the three core development conversations you'll typically be engaged in with your employees. The first is awareness. These conversations take a look back over your employees careers to get a current and accurate read on who they are, what they've accomplished, what inspires them, and what they do well. In turn, the information you gather can be used to guide their goals and future actions.
Although you'll be moving in and out of awareness conversations throughout your coaching process, this is typically where you'll begin. Here's an example from Eric and Michelle. Michelle: One of your biggest goals this year was to develop your leadership skills. Now I'm curious as to what that means to you. Eric: Well, I'd like to excel as a team lead, then move on to directing a development group. Michelle: So what strengths do you already have that you can lean on to accomplish that? Eric: That's a very good question. I think I'm great at connecting the big ideas to the details to process. Michelle: I see that.
So what trips you up? Where do you think you need to develop new skills and strengths? Eric: well, collaboration and communication in general. where those trips me up is when we're in meetings, when we're in group meetings and we're brainstorming. And then we get stuck on, like, one idea. Michelle: Does that happen to you? (CROSSTALK) Do you get stuck? Eric: Yes. (LAUGH). Michelle: Hm. So, are we talking about conflict resolution skills, or what? Eric: Well, it's basically conflict resolutions stuff.
getting someone to move from their own personal agenda, to a more shared agenda without being offended. Michelle: Excellent. >> Okay, one of the most important features in awareness conversations is keeping things open and supporting your employee's process of discovery and self awareness. Now let's move on to vision conversations. This is where you help your people connect that self-awareness with the big picture to identify next steps and right actions for growth.
Michele and Eric began to touch on that vision in the last conversation. So let's take it a little further. Michelle: So, if you were to develop your conflict and collaboration skills, how do you see that impacting the company overall? Eric: Well, if I can really deepen my process. Michelle: Mm-hm. Eric: And then demonstrate vision workability amongst my team, I think that would help inform our standards of hiring. Michelle: Wow, that sounds intriguing. Say more. Eric: Well, as we grow as I see the biggest dangers facing us, would be hiring players that are ego driven and not idea driven.
Michelle: Got it. So are you ready to move on this idea? Put this goal front and center and get started? Eric: Yes. I, in fact, I'd like to work with Amanda in Marketing. she's amazing. She's led a couple of our group discussions. Michelle: Uh-huh. Eric: And she's excellent at, at diffusing conflict. Michelle: Great. So, what do you want to be accountable for this week? Eric: I'll schedule a meeting with Amanda. Michelle: Mm-hm, great. >> As you can see vision conversations are exploratory and encourage people to come up with next steps on their own.
So now, let's focus on reflection conversations. These are really about creating a pause in the action, to anchor learning, and growth and results. It's about assessment, acknowledgement, appreciation, and maybe even celebration. So now let's fast forward a bit from the last conversation between Michelle and Eric, to see how things unfolded. Michelle: Eric, I've had such incredible feedback about your collaboration workshops with Amanda. Everyone's talking about you two teaching this on a quarterly basis. Eric: It was great.
And I must say it's up there as a career highlight. Michelle: Well, you've really done something here. And not just for yourself and your team, but also for Amanda and the organization as a whole. Michelle: Now, before we lose this learning and jump into what's next, what made this possible? Eric: well, I took notes the whole way. Michelle: Mm-hm. Eric: So rather than just riff them off, how about I take a day or so, complete the notes, and then get them to you by the end of the week? Michelle: What about putting together a presentation for the VPs? Hm? Let's widen the base here.
What do you think? Eric: I like it. I mean, it sounds great. Michelle: Yeah. Oh, I'm sorry. I jumped right into what's next, didn't I? Oh, I'm sorry. Let's circle back, because this is important. What did you learn about your ability to lead that you didn't know before? Eric: You know, honestly it's about other people. Michelle: Mm-hm. Eric: Including the ability to invite, inspire, appreciate, and a commitment to the big idea. Michelle: And what about yourself? Eric: You, really, I, I'm more confident. I'm clear, I'm excited. Um, (LAUGH) I'd like to take the time to thank you for giving me free reign to completely own it.
Michelle: You're welcome. Good work. Eric: Thank you. Michelle: Mm-hm. >> So notice that Michelle defaulted to what's next and caught herself. You don't have to be superhuman to coach, just human. As you engage in these core conversations you'll hone your capacity to stick to the corner stones as well. You'll build trust, inspire learning and expertise, and a purposefulness that benefits you, your people, and your company.
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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.