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My Introspective

by Laurus Nobilis
My BrainCast

Human Resources

Basic Skills: Coaching and People Development (E)

 

Coaching and People Development

 


What is the Coaching and People Development? What are the behavioral indicators of Coaching and People Development?

 

Posted: Jun 2009


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.

 

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

  • Is accessible to and spends time with people  

  • Is consistent, open and honest with people 

  • Encourages people to review their own performance  

  • Skillfully provides feedback on a regular basis

  • Helps people help themselves to improve performance

  • Supports people with their personal development plans and follows up on progress, creating a learning environment 

  • Mentors others who do not report to him/her directly 

  • Focuses on the person, not just their outputs

  • Encourages and seeks feedback from subordinates

  • Recognizes strengths in people and maximizes them to build effective teams § Hard on issues, soft on people 

  • Listens without passing judgment

 

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.



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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