HOW TO – KNOW WHEN TO COACH When things are happening to the Manager’s satisfaction, conducting a coaching session can be one of the most pleasant work-related experiences. As you discuss how well things have been going, you both feel good. The atmosphere is relaxed. It's a great day. You are a competent boss and you feel it. The employee is a good performer and s/he knows it. It is a real pleasure.

On the other hand, if you are not satisfied with their performance, the coaching session can be one of the toughest work situations you ever have to deal with. As you go through the session, all sorts of doubts could start cropping up. Some of the questions that might start running through your head are:

1. Am I clear in my own mind of what his/her job is? Is there a question about the definition of responsibility?

2. Have I made clear to the employee what I expect of him/her? Could there be a problem of communication?

3. Have I gained his/her acceptance of what I have defined as his/her responsibility? Could this be a problem ?

4. Have I fed him/her work according to his/her level of skill? Is this a training issue?

5. Have I given him/her too much work to do? Too little? How would I describe the work distribution?

6. Have I been realistic as to the performance I expect? Have I been clear about work standards?

7. Am I checking up on him/her too much? Could this be an issue of control?

8. Am I treating him/her any different than the others? Am I leaning on him/her more without realizing it? Favoring others?

9. Is s/he turned off? Do I know why?

10. Have I been too hard on him/her? Too much criticism? Not enough "pats on the back" when s/he did a good job? Is it a question of reward and punishment?

11. Has s/he had personal problems I haven't been aware of? Have I been sensitive to his/her situation?

12. Does it have anything to do with his/her relationship to the other workers? Is there an interpersonal concern?

13. Did I give him/her more responsibility than s/he could handle? Not enough? Is delegation the issue?

14. Am I paying him/her as much as the others for the same amount of work? Is there a perception of inequity?

15. Have I seen to it that s/he knows enough to do what I expect of him/her? Is training the problem?

16. Does s/he belong in this kind of work? Is it an appropriate selection?

17. Is s/he just plain rebellious? Is it a disciplinary problem?

18. Does/he have problems I don't know about? Is this a counseling concern?

By this time you are wondering why you ever wanted to be in the position of being a boss in the first place! As more questions and doubts are raised the atmosphere of the session becomes tense. You look at each other and sense the same feeling. Let's get this thing over with and get out of here! It has become quite uncomfortable.

Why Can’t They Get the Job Done?

There are reasons why employees don’t get the job done:

* They don't know how.
* lack of instruction, orientation or training
* improper or lack of feedback

* Something or someone keeps them from it.
* a physical or mental restriction
* not enough time
* wrong materials

* They don't want to....
* previous good work unrecognized
* burn out
* unhappy with manager or job
* poor attitude

Coaching is a directive process by a manager to train and orient an employee to the realities of the workplace and to help the employee remove barriers to optimum work performance. So, if there is a lack of knowledge about the job responsibilities or a performance or attitude problem, the boss should coach the employee.

In the best situation, coaching is a problem solving session between the employee and the boss: "Let's review the work together, establish some realistic goals and evaluate performance accordingly.” The boss emphasizes work performance, not worker characteristics. Both boss nad employee jointly identify problem areas and work together to agree on solutions. The idea is to help employees evaluate the usefulness of their ideas; recognize their areas of weakness; and exploit their strengths. The boss acts as a resource and enabler, rather than as a judge.

Labels: Coaching, leadership

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