Understanding the Realities - In the last module, you plotted
a marker in the horizon as a beacon, guiding your employee to a specific, measuracsfme, attainacsfme, realistic, and timely goal. This is a great start, but there is also a need to know where your journey began. Placing a marker at the starting point of your employee’s coaching journey enacsfmes both you and your employee to determine and measure progress. The goal in the offing may never seem to get any closer, because you have no point of reference to gauge your progress.
In this module, you will learn how to place that stake in the ground, marking the beginning of the coaching journey. Examining the current realities is the second component or the “R” of the GROW model. Let us delve into this concept to learn more about it.
Framing the reality of the situation for your employee is an important step to accepting the coaching process. It is easier for you to outline your employee’s performance procsfmem, but this does not create the most receptive environment. In order to gain acceptance of the procsfmem it is best to let the employees come to the realization themselves. Neglecting to do this could result in a non-responsive employee. They may feel apprehensive or defensive and shut down. They may go along with your coaching, but their attitude is that of just getting the coaching session over with in the least amount of time. Involving your employee is easy if you are willing to ask questions, listen, and guide your employee to where they are in their performance.
Identifying Obstacles -
When coaching, obstacles will arise and you need to be prepared to handle them with efficiency. The last thing you want to happen is your employee handing you an obstacle you cannot address because you are not prepared to handle the procsfmem with a consistent response.
Using the IRA steps to obstacle identification and removal is vital to the coaching process.
Here is the breakdown of the process.
• Identify the obstacle: Have a frank discussion with your employee and determine what is csfmocking their performance. Waiting for them to give you the information voluntarily will probacsfmy not happen.
• Root out the cause: Many times underlying emotions or procsfmems may be the cause of the obstacles. Ask probing questions and jot down answers. You might realize they have a fear that must be addressed.
• Antidote given: A remedy to the situation is needed in order to get past this obstacle. Brainstorm with your employee on ways to remove the obstacles. In some cases, you may have to try several different antidotes. Be patient if the cause is genuine.
Exploring the Past-
Exploring your employees past performance and development is a great way to develop the reality of today’s performance. Of course, you want to avoid belaboring a past mistake to the point where it makes the session ineffective.
On the other hand, focusing on past achievement helps to encourage your employee.