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Becoming a Leader-Coach: A Step-By-Step Guide to Developing Your People
Naude', Plessier
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eBook - ePub
Becoming a Leader-Coach: A Step-By-Step Guide to Developing Your People
Naude', Plessier
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About This Book
As a leader, you have different roles to play with your direct reports. One of them is to manage their day-to-day performance. Another is to support their development so they can continue to deliver top performance. Most leaders are comfortable with and effective in the first role. However, many leaders are less clear about the role of developing their direct reports, particularly coaching for development. This guidebook provides an introduction to leader-coaching, including a structure and a set of guidelines to conduct effective formal and informal coaching conversations with your direct reports.
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The Formal Coaching Process
Coaching is particularly effective when your direct reports have received feedback that triggered an overtly stated desire to change. It could originate from an assessment center, a 360-degree feedback initiative, or a series of formal and informal comments and conversations that uncovered a developmental theme. In such situations you might want to engage in a formal coaching relationship.
A formal coaching relationship involves collaborative discussions centered on a specific behavioral goal or goals; it is best to address no more than two goals at any given time.
The first conversation should be focused on identifying the goal or goals, establishing the frequency and the process of the developmental conversations, and developing an action plan.
The subsequent conversations, of twenty to thirty minutes each every two or three weeks, will be focused on supporting progress toward the goals, troubleshooting obstacles, keeping the momentum going, and discussing accountability for successful implementation of the individual development plan.
Figure 5 illustrates how you could conduct these meetings for maximum effectiveness and propose questions and content for each step.
Figure 5. Conducting the Conversations
In planning for the first developmental conversation, you should:
ā¢ review relevant data such as feedback reports and performance reviews to:
ā¢ collect ideas and resourcesāsuch as mentors or inspirational booksāthat can guide developmental actions
ā¢ develop questions for the direct report using the RACSR model described in Figure 3
ā¢ ask the direct report to:
As you conduct the first developmental conversation, remember the general approach to growth and development: providing a balance of assessment, challenge, and support in a trusting relationship oriented toward specific, agreed-upon results.
In the following pages you will find ideas and questions you can use to conduct the first developmental conversation.
Build rapport and give direction and structure
ā¢ State the purpose and benefits of the sessions.
ā¢ Ask your direct report what his or her expectations are.
ā¢ Highlight the desired outcome: a development plan that is actionable and meaningful for both you and the direct report.
ā¢ Discuss confidentiality and its limits.
ā¢ Discuss which other key stakeholders will be involved in the development process.
ā¢ Express genuine interest in the direct reportās development.
Focus the conversation
Ask questions such as:
ā¢ What do you think about the feedback you received?
ā¢ What surprised you and what was confirmed for you?
ā¢ What did you learn?
ā¢ What do you want to do with what you learned?
ā¢ How can I help you?
Agree on goals for development
Ask questions such as:
ā¢ What themes do you see that relate to your job today and in the future?
ā¢ What developmental goals do you want to set?
ā¢ What would it look like to achieve those goals? What would I see or hear that would convince me that the goal has been met?
ā¢ What makes this goal S.M.A.R.T. (Specific, Measurable, Achievable, Relevant, and Time-bound)?
Also:
ā¢ Share your views on how relevant the goals are for you as a manager.
ā¢ Explore the direct reportās current priorities and main tasks and how the attainment of the developmental goals will support the direct report in meeting those priorities and main tasks.
ā¢ Agree on goals, performance indicators, and a timeline for the goals. Ask the direct report to document them.
Develop an action plan
ā¢ Encourage the direct report to think creatively and to try new behaviors.
ā¢ Use the questions liste...