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Coaching quality can be one of the most difficult coaching feedback sessions managers have with their employees. Have you ever run into a problem getting your employees to listen to and accept feedback on the quality of their work? When coaching quality does it typically become an argument about the rules? Whether you are managing a call center, a production facility, a sales team, a Starbucks, or a Gap, creating a quality product or customer experience is key to any businesses success and developing your employees focus on quality is a must to deliver on these expectations.
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The IGROW Model has been successfully used in many different industries and coaching environments by managers and leaders at all levels. The method is very straight forward, but does take practice to master. Before we begin, the IGROW Model is intended for use during the performance coaching conversation where a skill based issue is identified and you are looking to acheive a behavior change or performance improvement. If you find that the issue is more of a will based issue your approach should be more of a counseling one. You can read more about the differences in Coaching and Counseling in an additional article.
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When performance coaching, managers, leaders, and coaches today are faced with many different types of people to manage with varying opportunities for development. In order to see consistent performance improvement or employee development, a manger must be able to determine if the situation calls for coaching or counseling to improve upon the behaviors. The situation you are faced with depends on two factors: the employee's motivation and the type of behavior. For more on determining the employee's motivation see the article on the Hi / Lo Matrix.
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How much time do you spend with your employees? Now think about how much dedicated time each employee receives in coaching one on one sessions, focused on their individual performance and development. In many cases, the individual attention is not on the high end of the scale. This is why many organizations and companies have adopted a cultural practice of conducting recurring one on one meetings. These meeting go by many names such as one on one's, 10/10's, etc. and the companies employing this technique are seeing wondrous results.
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The High Low Matrix can help managers overcome one of the more challenging aspects of their role which is understanding what motivates their employees. It's easy to assume that because you are motivated by knowing you did a good job or by making an impact on your environment, that others feel this enthusiasm as well. In the real world, people have many different motivations.
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