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Basic
Skills: Coaching and People Development (E)
by
Laurus Nobilis
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What
is the Coaching and People Development? What are the behavioral
indicators of Coaching and People Development?
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Posted:
June 2009 |
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Coaching
and People Development are the part of Ability to
Lead group of Basic Skill, along with Change
Management and Strategic Thinking. This skill is
primarily managerial skill, but is not exclusively
related to managerial positions. |
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Definition
Actively and
continuously develops people through the creation of
learning opportunities. Provides coaching, feedback
and uses other appropriate techniques to improve
productivity and performance of others.
Key Behavioral
Indicators
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Is
accessible to and spends time with people
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Is
consistent, open and honest with people
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Encourages
people to review their own performance
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Skillfully
provides feedback on a regular basis
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Helps
people help themselves to improve performance
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Supports
people with their personal development plans and
follows up on progress, creating a learning
environment
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Mentors
others who do not report to him/her
directly
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Focuses
on the person, not just their outputs
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Encourages
and seeks feedback from subordinates
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Recognizes
strengths in people and maximizes them to build
effective teams § Hard on issues, soft on
people
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Listens
without passing judgment
Tips for Development
of Coaching Skills
- Create an
environment which is both safe and sufficiently
challenging
Put yourself in the "shoes of the other
person", and use your imagination or to put
it another way, look at the situation from the
other's point of view.
Show you are interested by maintaining eye
contact and a friendly expression- Be alert to the
tone of voice being used. Sometimes it is more
important how something is said (and done) than
precisely what. This can be a two-way concern so
be alert to your own tone also.
- Encourage the
learner to describe ideas and opinions freely by
using prompts as 'Yes, 'I see', 'So what
happened then?'
- Listen actively,
paraphrase to ensure you understand the message.
- Show the learner
that you empathize with his or her feelings -
however they are expressed!
- Don't take the
learner's views personally, and try not to get
defensive in response to any aggression.
- Make a habit of
keeping notes, because relying on your memory
can be dangerous. Follow up on those things
agree upon.
- When dealing with
complicated situations try to summarize your
understanding
- Don't be too
quick to come to conclusions or to start giving
advice
- Don't argue or
interrupt.
- Build on ideas,
use positive response, avoid reproach and build
on experience
- Perception
1.) Recognize the effect of
climate
2.) Recognize the effect of management styles
3.) Consider history of relationships and
expectations
- Be aware of
additional resources to help individuals improve
(books to read, training programmes,etc)
- Identify
opportunities - what do you want to achieve?
- Recognize targets
- how will you know when the change is
accomplished
- Plan timing - how
long to achieve the change? Agree each step and
progress reporting
- Agree on tactics.
How will you go about it? Who will be
involved?
- Monitor
progress
1.) How will you recognize progress?
2.) How can you measure it? Agree on metrics up
front
- Review
1.) What progress is made in task and in
learning?
2.)
Consolidate learning with more challenging tasks
and using skills
- How will any
barriers be resolved and problems dealt with?
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