By MTD Training
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Extra resources for Coaching and Mentoring
You will attempt to get an idea of what specifically the person is trying to achieve from either the coaching session or their objectives. Again, this is a conversation and a learning process, not just a directive. 2 Understand Understanding the reasons behind wanting to achieve the identified objectives is what is required during this step. This is a vital step. More often than not, employees either ‘under-stretch’ or ‘over stretch’ their objectives. In sales, for example, one of the main under stretches is wanting to simply build rapport and fact-find within a sales call as opposed to actually sell anything on a first visit.
If you falter in your enthusiasm and encouragement, you will risk the team member becoming demotivated very easily. 8 Support The manager must always show support for the team member in the tasks agreed upon and must also ask if there is any support that they need in order to assist the team member. An example of this could be a sales executive asking their sales manager to sit in on a sales call and be ready to answer any difficult questions the customer may ask. Recognize as well that there may be times when the performance plan that you’ve been coaching your employee through will need to change as the organization changes.
Agree upon timelines for achieving the goals and objectives. Set milestones when you would like to check in on progress and when agreed upon steps will be completed. Assuming the team member’s performance is satisfactory, establish a development plan with the person that helps them grow professionally. What opportunities or resources will you provide? If performance is not satisfactory, provide feedback. Develop a written performance improvement plan and discuss the consequences of continued poor performance.
Coaching and Mentoring by MTD Training