Solve the 3 typical myth for managers:
- Can only be a judge, not a coach
Symptom: I repeatedly tell subordinates that it’s “wrong”, but the result keeps the same
Gap: Subordinates only receive (negative) evaluation instead of coaching
- Conversation is out of focus and fails to ensure performance improvement
Symptom: The conversation sometimes hit the point and sometimes fails.
Gap: The conversation should be based on “performance” and centered around “Goal-Gap-Behavior”
- Be able to “coach” some subordinates, but fail to “coach” some others
Symptom: Do not know how to handle the resistance of subordinates and can only end coaching with “order”. As a result,…
Gap: Need to master the strategy of adjusting coaching styles for different individuals and the skill of dealing with
tough challenge
The program introduces the theory, skill and application of coaching
Theory: Establish the core values of coach
- Understand what is coaching and what is not coaching
- Understand the value of coach to managers, employees and organization
- Understand the 3 core values required by excellent coach
Participants will realize the key responsibility of managers:coach subordinates to make improvement so as to establish and consolidate talent base of organization; identify your own management behavior: coaching vs. judging; understand the core values needed by managers.
Skill: Learn the process, tool and skill of coaching
1）Performance analysis
- Master the status quo of staff performance
- Judge whether it can be solved via coaching
- Identify coaching opportunity
Participants will understand that failing to identify problems is the main reason for ineffective coaching; master how to analyze performance; know when to conduct coaching.
2）Preparation
- Process
- Tool
Participants will understand that coaching without strategy and preparation would turn into instruction; master how to think thoroughly before coaching.
3）Interview
- Process: 4-step interview
- Tool and skill: key behavior and typical question of each step
Participants will master clear interview step and practicall interview skill via large quantity of scenario simulation; perceive your accustomed behavioral style of coaching and find out improvement points.
Application: Master strain rule
- Know how to adjust coaching style against employees with different competence and willingness
- Know how to react to the resistance and challenge of subordinates and continue coaching
- Discuss what else can be done in response to different potential of employees
Participants will master situational methods for different individuals
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How you will benefit
- Build up believe that managers should also be a coach, not just a judge
- Identify the employee’s internal and external barriers to achieve high performance, and explore targeted solution
- Adopt systematic and practical coaching approaches and tools
- Finds answers to the questions and difficulties in coaching, and apply the learning back to work
What you will cover
The definition and the value of coaching
- The definition of coaching
- The value of coaching
- Core values of an excellent coach: performance, people, process
- How is coaching related to performance management
The coach process and skills
- Analyze: analyze and define the issue
- Prepare: goal, consequence, approach, barrier, support, check
- Dialogue: the core coaching skills
- Follow up: monitor and feedback
The application of coaching in performance management
- The coaching approaches to match different levels of competence and willingness
- The common challenges in the coaching dialogue, and how to deal with them
- Interrupting
- Triggering guilt
- Self mutilating
- Attacking
- Shifting responsibility
- How to use coaching to develop employees with different levels of performance and potential
Coaching with different capability and willingness
- Directing
- Clarifying
- Persuading
- Encouraging
The common challenges in the coaching dialogue
- Interrupting
- Triggering guilt
- Self mutilating
- Attacking
- Shifting responsibility
“The program is closely related to reality with clear logic. It is very enlightening since it focuses on the solution to the difficult situation in coaching interview. I no longer feel powerless when talking with problem employees.”
“It enables me to better understand the importance of coaching to the company and department or even myself, adjust work method and learn to consider problems from different perspectives.”
“Splitting from the 2 dimensions of willingness and competence, the program enables me to find solution against different employees easily and correctly.”