Confirming Willingness to be Coached

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Из курса от партнера University of California, Davis

Designing and Implementing Your Coaching Strategy

17 оценки

University of California, Davis

Designing and Implementing Your Coaching Strategy

17 оценки

In order to be an effective manager in increasingly fast-paced and complex organizational environments, coaching skills to develop and get the best work out of employees has become essential. Throughout the Coaching Skills for Managers specialization, we’ve discussed many topics for improving coaching conversations with our employees. It is now time to put all of that theory and discussion into practice as you solidify your coaching philosophy, develop your coaching practice and agendas, and demonstrate mastery at handling everyday coaching conversations! Please take note that this course builds upon all previous courses in the Coaching Skills for Managers specialization. While not required, it is highly recommended that students complete or be familiar with the topics covered in those courses before taking this course in order to be most prepared for the assignments in this course. You will use the leadership point of view developed in Course 1 to articulate your coaching philosophy, and produce clearly defined expectations for people on your team, as well as Key Performance Indicators you will use to evaluate performance, building on your work from Course 2. You will use the techniques learned in Courses 3 to prepare for and practice coaching conversations, and use what you have learned to provide feedback to your other colleagues in this project-based course. By the end of this project-based course, you will have developed and refined your entire coaching strategy to roll out with your team. Specifically, you will be able to define your coaching philosophy and explain it to someone else, develop a tailored coaching practice along with coaching agendas for your team in alignment with your organization's goals, and have an effective and productive coaching conversation with those you supervise.

Из урока

Milestone 3: Demonstrate Your Ability to Coach Effectively

In this final module, it's time to actually prep for and have some coaching conversations. This is similar to the final peer reviewed assignment in Course 4: Coaching Conversations, which you can view as practice for this assignment. There are a few key differences between this assignment and that one, including a few additional requirements, chief among them being that you will need to have separate coaching conversations with 2 people (preferably those whom you supervise). This is a true test for yourself to see how far you've come in this specialization and will help you reflect on areas in which you're already doing well and areas where you still may need a little work. This module contains an overview video discussing key ideas to consider when working on the milestone, as well as some review videos from earlier courses in the specialization that should help you as you work on the assignments related to this milestone. Good luck!

Module 3 Overview10:55

Confirming Willingness to be Coached4:36

Coaching Algebra8:18

Tactical vs. Developmental Accountability8:59

Identifying Thoughts6:29

Acknowledging Strengths4:36

Coaching Tools15:42

Познакомьтесь с преподавателями

Kris Plachy
CEO and Founder & Instructor, Leadership Coach, LLC &
UC Davis Division of Continuing and Professional Education

[MUSIC]

Confirming willingness is a key to ownership and accountability.

We have to invite the employee to participate, so

that when they make agreements of what they're going to do moving forward,

it is because they agreed to participate, right?

And hopefully you saw this in the videos that we provided.

The coach offered or asked, you know, would you like some coaching on this,

would you like to talk further about this?

And when the employee says yes, now we have a mutual agreement of

what we're doing, and what our expectations are moving forward.

It's not just the manager talking at the employee telling them what to do.

And, conversely, it's not just the employee sitting there complaining, or

venting, which I think happens to a lot of managers.

When we invite an employee to brainstorm, get coached,

look at new ideas, we're inviting them to participate in the solution, okay?

And so what we want to do always is say, hey, I can tell you're having a hard time.

Hey, I can see this is a problem.

Hey, we're not getting the results that we're looking for.

Would you like to explore another way to get new results?

Would you like to talk about this?

I think it’s essential that people say yes.

Yes I would, I would like to talk about it.

Because if you don't ask you haven't gotten agreement.

If you ask and they say, no I don't really want to talk about it,

that’s also extremely good insight as a manager, right?

And that sort of invokes the employee continuum, right?

We want to coach people who want to do better, who want to continue to do well.

People who are done and don't have any interest in improving,

then we approach that issue from more of that direct management style, right?

We don't really get involved in coaching.

And I know that often times you want very much to help someone and so

that notion of asking them if they want help and they say no.

That sort of might make you feel uncomfortable,

because as a manager you think it's your job to fix and make things better.

But I'll tell you what, if someone doesn't have any interest in improving,

it doesn't matter what you do, because their priority of saying no and

not investing in themselves will trump your interest in helping them.

You can't want it more than they do, okay?

So when we're meeting with someone and we present to them, and say, okay,

we've identified this as a problem in your performance.

Would you like to address it?

Would you like to brainstorm it?

Would you like to talk about potential solutions moving forward?

Would you like some coaching?

Any one of those kinds of question is relevant, right?

What we're looking for here is agreement.

We're looking for, yes, I would like to participate in solving my own problem.

This isn't about you finding their solution.

This is about the two of you working together to find a solution.

All right?

So agreement is extremely important on one end.

On the back end of that conversation, if we're talking about ownership and

accountability, the back end of this is follow up and follow through.

It's not enough to say, is it okay if we talk about this?

Would you like some coaching on this?

That's not enough.

So theoretically, you could have this brilliant coaching conversation, but

there is no tie down with follow up.

And if the goal here always is to improve performance we

have to have an established way to check back in to see how well they did.

And you saw that also in the videos, right?

In the good examples.

There were discussions on follow up.

We'll talk next week.

We'll regroup on this in your next one on one.

We have to let people know we're not just going to have a conversation and

never talk about it again.

We're going to have a conversation, we're going to agree that we're going to look

for solutions, we're going to determine what those solutions are, and

then we're going to schedule time to revisit progress.

It means that then the time you spend in that conversation certainly isn't wasted.

And it also means that you start to set the expectation with your employees

that you will revisit the conversation.

It's not like it's over, right?

They don't have to just sit there and deal with it.

And then you're never going to bring it up again.

Which unfortunately happens in a lot of places.

People really do just know that all they have to really do is sit and

listen to their boss for 20 minutes, and then it will be over.

And that's not effective.

That's not going to get you what you want as a manager, and

it certainly isn't going to help people improve their performance.

So, we want to always request engagement in coaching.

We want to ask for agreement.

Then we always want to schedule how we're going to follow up and

follow through with people on whatever resolutions,

whatever solutions we've come up with in the coaching conversation.

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