Is there a time when you have had to coach someone you didn't get along with? A … Ask for the employee's view of the situation. Determine how to remove these barriers. Here's How You Can Encourage and Inspire Employee Motivation, How Corrective Action Can Improve Employee Performance, Avoid 10 Mistakes Bosses Make to Ensure Your Success Managing People, 3 Tips to Create Successful Performance Appraisal Goals. Use these six steps to provide effective supportive coaching to your reporting employees. By providing this positive feedback, you are also letting the employee know the actions and contributions that you'd like to reinforce so that you see more of them. What are some of the techniques you have used to coach your employees? Describe the performance problem to the employee. How did you go about it? It appears that you may be making sales calls at the wrong times. She has covered HR for The Balance Careers since 2000. Determine if a. “I’m curious about where we are with Y project. What do you think?" If yes, how did you handle it. Coaching is an effective tool for managers to deploy in their efforts to help employees succeed, and especially help employees increase their skills and their potential opportunities for promotion or lateral moves to more interesting positions. The goal of coaching is to work with the employee to solve performance problems and to improve the work of the employee, the team, and the department. Coaching others: 40 Useful Performance Feedback Phrases, Poor Employee Performance Feedback: Information Technology Auditor, Cooperation with colleagues: 40 Useful Performance Feedback Phrases, Skills needed to be a central office technician, Employee Performance Goals Sample: Director of Compensation, Outstanding Employee Performance Feedback: Intensive Care Unit Clinical Nurse Specialist, Poor Employee Performance Feedback: Cytology Manager, Work Attitude: 15 Examples for Setting Performance Goals, Outstanding Employee Performance Feedback: Tax Accountant, Skills needed to be a registered account administrator, Employee Performance Goals Sample: Corporate IT Network Architect, Good Employee Performance Feedback: Junior Pipeline Engineer, Poor Employee Performance Feedback: Child Care Teacher, Good Employee Performance Feedback: Project Director, Top 35 Employee Performance Evaluation Answers, Prepares a set of written procedures with step-by-step details on how to do a certain position in order to help a trainee remember everything, Has strong listening skills; is good at gathering information and then clarifying it to the person being coached, Does not jump in straight away with the answer but rather makes sure that one has fully understood the issue by clarifying and reflecting, Possesses strong questioning skills; does not offer opinions but rather asks questions to help the person being coached understand the issue at hand, Gives time and space for the person being coached to try out things and does not get angry about mistakes, Provides constructive feedback in order to help the person being coached improve on weak areas, Has high emotional intelligence; is good at understanding and relating to all types of people, Puts aside any preconceived ideas about the person being coached and tries to focus on the coaching process and what one learns about the individual through that, Parks one's own subject expertise and helps the person being coached to develop their own solutions, Organizes with the person being coached a suitable place and time to conduct coaching in accordance with the company's policy, Monitors a trainee's progress with the new skills in the workplace and provides supportive assistance as needed, Identifies performance difficulties and problems with the coaching and rectifies them or refers them to the appropriate person for follow-up, Proves that the person being coached is a valuable asset to the company even though they may not be 100% competent, Allows the person being coached to share any additional coaching needs they might have or are reluctant to share, Highlights the benefits of receiving coaching to the person being coached, the company and to the customers, Sticks to the main topic during the coaching process; does not waste time on unimportant or peripheral issues, Gets the person being coached to observe and then to reason about what they have seen, Puts the task in context and illustrates how the content in question fits into the overall running of things in the company, Teaches the basics first; moves from the most important points to the less important points, Creates a conducive environment for the person being coached to learn and ask questions, Gets angry when the person being coached makes a mistake instead of trying to recover the situation calmly, Steps in and solves problems for the person being coached instead of giving them time to think and come up with solutions to the problems, Tortures the person being coached into figuring out answers to a series of hard questions on their own, Constantly interrupts a learner during the coaching process thus cuts off something crucial that he/she might want to say, Asks the person being coached more than one question at a time thus makes them lose focus or get confused, Asks closed questions thus does not allow the people being coached to come up with their own ideas and suggestions, Pushes an approach and hopes it solves a learner's problem instead of letting the learner's problem dictate one's approach, Gets too emotionally attached to the learner's goals and gets disappointed when he/she doesn't achieve these goals, Steps in and does the learner's work instead of helping them to be more effective so that they can work on their own, Does not put a way to measure progress in place and does not care whether or not the person being coached is on track.

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