In an increasingly busy workplace it is getting significantly harder not only to allocate the time but also find the money for relevant and effective training for your staff and employees when required.
‘Learning on the job’ is still considered by many as one of the most efficient and practical ways to enhance your employees’ skill base and there are some basic principles that can transform your coaching ability and add value to your team immediately.
Coaching is…an opportunity to provide motivation, structure and effective feedback.
Coaching is not…telling people where they have gone wrong and then giving them a lecture.
Generally speaking, there are three aims of coaching:
- Help people to become aware of how well they are doing, where they need to improve and what they need to learn
- Get managers and individuals to use whatever situations arise as learning opportunities
- Enable guidance to be provided on how to carry out tasks as necessary but always on the basis of helping individuals to learn rather than spoon-feeding them
The Coaching Sequence
Coaching can be carried out in the following ways:
- Identify the areas of knowledge, skills or capabilities where learning needs to take place
- Ensure that the person understands and accepts the need to learn
- Discuss with the person what needs to be learnt and the best way to undertake the learning
- Get the person to work out how they can manage their own learning while identifying where they will need help from you or someone else
- Provide encouragement and advice to the person in pursuing the self-learning programme
- Provide specific guidance as required where the person needs your help
- Agree how progress should be monitored and reviewed
Coaching will be most effective when:
- The coach understands that their role is to help people to learn
- Individuals are motivated to learn and improve their performance
- Individuals are given guidance on what they should be learning and feedback on their progress
- Learning is an active not a passive process and learning must be interactive
- The coach listens to individuals to understand what they want and need
- The coach adopts a constructive approach, building on strengths and experience
- Coaching is both planned and taken seriously as part of an individual’s development plan
- Both parties take place willingly
- An open and trusting relationship exists or is fostered
- Both the coach and learner are monitored and measured on their ongoing ‘coaching’ relationship and success
If you find the toolkit useful and would like to find out more about how we can help improve performance, sales and profitability at your dealership, please contact Declan Gaule on 01308 802030 or email email@example.com