Corporate E-Learning

You are in your office looking over your performance report and it happened again. Your low performing employee failed to meet quota this month even after you spoke with them about the importance of meeting goals. This employee has a great attitude and you know they can do better. You just do not know how to motivate them to reach the goal. Money used to work, but that has worn off. You are baffled and you know being frustrated makes matters worse. What do you do? This workshop focuses on how to better coach your employees to a higher performance. Coaching is a process of relationship building and setting goals. How well you coach relates directly to how well you are able to foster a great working relationship with your employees through understanding them and strategic goal setting. An easy-to-understand coaching model taught in this workshop will guide you through the coaching process. Prepare yourself to change a few things about yourself in order to coach your employees to better a performance.

Before getting deeper into the subject of coaching, it is prudent to discuss mentoring and what it tries to achieve. Understanding the difference between coaching and mentoring will help you be clear on your coaching objective. Many times, these two concepts are misunderstood. The goal of this module is to define both concepts and introduce a coaching model that will allow you to focus on improving performance. Let us begin by defining what coaching is.

Without a goal, your chances of successfully coaching your employee to better performance are low. Defining specific, measurable, attainable, realistic, and time driven goals will plot a marker in the horizon that acts as your beacon. Without it, you are navigating blindly, causing frustration for both you and your employee, because you never seem to make any improvement. It becomes a constant cycle of failing to meet the goal and talking to your employee about it. This repeats repeatedly without a well-defined goal. This module will discuss setting goals with an easy-to-remember technique. This is the first component or the “G” of the GROW method of coaching. Let us explore what this is and how to develop it.

In the last module, you plotted a marker in the horizon as a beacon, guiding your employee to a specific, measurable, attainable, realistic, and timely goal. This is a great start, but there is also a need to know where your journey began. Placing a marker at the starting point of your employee’s coaching journey enables both you and your employee to determine and measure progress. The goal in the offing may never seem to get any closer, because you have no point of reference to gauge your progress. In this module, you will learn how to place that stake in the ground, marking the beginning of the coaching journey. Examining the current realities is the second component or the “R” of the GROW model. Let us delve into this concept to learn more about it.

This module discusses how to explore options that will enable your employee to move towards the goal that was set before them. This is the next component or the “O” in the GROW model. This is the pivotal step in the coaching process. If done correctly, you will engage your employee and create a desire for them to improve. If done incorrectly, your employee will disengage and they probably will fail again. It is the coach’s job to create this participative environment. Let us look and see how.

In the last module, your goal was to get your employee participating in the coaching process by identifying actions steps together. It is time know to solidify what has been said and established as actions steps or simply stated—wrapping it all up. In this module, you are going to learn how to finalize your employee’s plan in a way that motivates them to take action immediately. Wrapping up the coaching session is the final component or the “W” in the GROW model to coaching. This step is crucial, because it should set things in motion quickly, which is your goal. Let us see how.

In your coaching session with your employees, you will discover many times things about your employee that are personal and sensitive topics. This is normal and demonstrates trust in you. As their coach, establishing and maintaining trust is the most essential ingredient to the entire process. If your employee determines that your purpose of improving their performance is to further your career, then they will not trust you. Without trust, whatever you say and do will be subject to skepticism. This module discusses the meaning of trust, its relationship to coaching and building trust. Building trust must be a sincere desire in you. It requires an investment in time and emotion. Anything less will not foster a trusting relationship between you and your employee. First, let us begin by defining what trust is.

In the last module, we discussed the importance of establishing trust and its relation to the coaching process. Although building trust is a personal investment you must make, you are still required to provide both negative and positive feedback. Understanding how to structure feedback is essential in balancing trust with the need to discuss desired and undesired behaviors with your employee. In this module, you are going to learn techniques for delivering

It is common to encounter roadblocks during the coaching process. Roadblocks manifest in many different forms. Roadblocks, however, should not spell and end to the coaching process. You should expect roadblocks to occur. It is natural for it to happen because we are expecting behavior change, which that in and of itself is a task for your employee. In this module, we will discuss ways to overcoming roadblocks. Some of the things you will learn are identifying common roadblocks re-evaluate goals and focus on progress. Roadblocks are not dead ends. They are warning signs that will help you identify when you need to intervene and get your employee back on track.

Identifying the end of the coaching process for a particular goal is a vital step that helps both you and your employee acknowledge you have both reached the end. Failing to acknowledge the achievement of a goal could result in disappointment for your employee. Many times, they are anticipating the end and perhaps expect some form of celebration or kudos. No matter how you do it, as a coach, you must know when your employee has reached their goal and acknowledge it. In this module, you will learn to recognize success, transition your employee from this coaching goal to another and wrapping it up. Let us begin by discussing how to know when you have achieved success.

Earlier in this workshop, we defined the terms coaching and mentoring. We learned that both concepts vary greatly in terms of the goal each sought to achieve. In this module, you are going to learn the practical differences and blend the two for a balanced development program. In addition, we will discover how to integrate the GROW module when you are mentoring your employee and finally, you will learn how to focus more on building relationships. Let us start by comparing the practical differences between coaching and mentoring.

This is the last module of today’s session. We have learned many things about coaching. Implementing what you have learned today immediately is the best way to start changing your behavior. Remember that coaching is an equation that includes you. Your employee will respond better if they see you are willing to change to help them reach higher performance.