Engage to Get Engagement: 1:1 Coaching

MARCH MADNESS!!!

While watching the NCAA March Madness games, one thing is crystal clear: If you want high-performing teams, then you’ll need high-performing coaches. Great managers know how to effectively coach their teams to win.

They:

1. Acknowledge that THEY are accountable for the results of their team members. Some people want to push accountability down to team members, and that’s just not right. In sports, if the team doesn’t win, the coach is replaced. Accountable managers accept accountability and effectively coach their teams to success.

2. Set the Context for the work the team members perform. Employees want to feel that what they are doing is important, and top managers show them how the work they are accomplishing relates to company goals and strategies. Great coaches instill the “why.”

3. Define expectations. Effective managers clearly communicate expectations so employees are not left confused, wondering what they are supposed to do. They use role descriptions and QQTR descriptors to clearly inform what needs to be accomplished, by when, what resources will be provided, and what “success” looks like.

4. Understand that employees want to know how their manager thinks they’re doing. There are psychological underpinnings here (more in another post). Good or bad, high-performing managers use coaching sessions to provide timely, specific feedback to describe what winning looks and feels like.

5. Allow team members to provide input to the coaching session agenda. “What do you wish to focus on” is a great question to ask. Coaching works best when there is two-way communication, and asking for agenda input shows team members you respect their opinion.

6. Keep their coaching session appointments. We often hear team members say that their manager will cancel or postpone the coaching session. Understandably, emergencies occur; however, when managers frequently postpone or reschedule coaching sessions, that’s a signal that the manager does not value the importance of coaching. Set it, and keep it.

7. Use specific language to describe their judgements. One of the worst things managers and employees can do is to be vague when describing performance. I cannot imagine a top NCAA coach saying, “That was pretty good.” We help managers and team members align to clear language: Meeting, Exceeding or Not Meeting Expectations. It’s hard to be misunderstood using this language.

8. Ask leading questions such as:

• How are you doing? (someone recently suggested asking this question twice because most people will not fully answer right away. Asking a second time can show that you really are seeking first to understand.)
• Where are you meeting or exceeding expectations, and how are you doing so?
• Are there any areas where you think you are not meeting expectations, and if so, why do you think that is?
• How can I help?
• How do you feel about the level of work you are doing? Too much? Too little? Overwhelmed? Bored? Just right?

9. Conclude coaching sessions by clearly defining next steps. Stay the course? Need minor modifications? More training? Different resources? “I’m sure you will figure out what to do” was said by NO NCAA coach. Everyone leaving a coaching session should clearly know the next steps.

Winning the NCAA basketball tournament requires both high-performing players and coaches. It’s the same in business. MANAGEABLE helps managers excel at coaching.