Want to Produce Winners @ Your Organization ?

Every organization wants winners but winners need to be developed. First of all select only those type of people who have the ability to develop. If you have seen any winner you have also found the Great coaching methodology used as a tool to develop him or her as a winner. I have consulted more than 150 organizations in India and found very few organizations have used coaching methodology to develop their next generation. Majority top management keeps complaining about their employees are not performing as per their expectations. Coaching is the essence of science and art to produce winners who can perform as per organization’s expectations.

Kindly read and implement the following methodology to produce winners.

1. Positive Coaching
You may use this approach when you want to:
• continue to motivate an employee that is performing well
• add new responsibilities to an employee’s job
• help an employee develop or enhance a key skill
• prepare an employee for a new assignment, project or promotion.

Key Actions for this approach:
• Clarify your expectations for development of the employee
• Define the behaviors and activities desired as a result of the development
• Help the employee identify steps to develop and grow
• Provide support and resources as needed.

2. Corrective Coaching
You may use this approach when you want to:
• help an employee change or improve performance
• have an employee take responsibility for change
• establish required actions, consequences and time limits.

Key Actions for this approach:
• Focus on the situation, issue or behavior rather than the person.
• Identify the unsatisfactory behavior. Be specific. (Refer to facts, results, and observations you have made.)
• Describe the impact of the behavior on others and the organization.
• Repeat the good and be firm about unacceptable behaviors.
• Acknowledge the other person’s position, but refrain from arguing.
• Discuss ways to improve the performance.
• Set an action plan, and clarify accountability and consequences.
• Set a time limit for improvement and when you will meet again.
Although this situation may be challenging, remember that if you ignore poor performance, you may deprive the employee of the chance to improve and you may negatively affect the productivity of others.
However, if your efforts to correct behavior are unsuccessful, your coaching may need move into disciplinary action.

3. Coaching to Solve Problems
You may use this approach when:
• work bogs down or tasks become blocked.
• you want to encourage the employee to take ownership for identifying problems and solutions.
• you want to facilitate a process for working jointly on a problem where the employee takes the initiative and you act as a resource.

Key Actions for this approach:
1. Define. Assess the problem objectively. Try to identify the real issue. Focus
on defining the actual problem rather than the symptoms.
2. Explore. Brainstorm ideas and look for creative solutions to the problem.
3. Test. Test the feasibility of all possible solutions. For each solution ask, Does
it solve the problem? Is it reasonable? Do we have resources to support this?
How can we change the solutions to fit the resources available?
4. Decide. Select the best solution for the problem.
5. Implement. Agree on actions, responsibilities and completion times.
6. Follow-up. Monitor progress, activities, and results. Provide specific feedback
when needed. Evaluate activities to see if the problem has been solved.

4. Coaching to Guide Development
You can use this approach when you want to:
• guide an employee’s long-term growth and development on the job;
• plan and provide for growth opportunities
• share knowledge and experience with employees.

Key Actions for this approach:
• Work with the employee to identify specific leadership and management
• competencies that you would like to see developed;
• Provide training for the employee through organization-sponsored courses, outside seminars or on-the-job experience.
• Assign the employee to special projects or committees to enhance knowledge and skills
• Serve as a resource to the employee for ideas, connections within the organization and for problem-solving.
• Look for potential strengths and skills of employees and identify creative ways to enhance and develop them.



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Amish Desai
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