| "Don't shoot.... We're on the same side." | | | | thought and recognize that change is needed. |
| | | | It is as though the employee doesn't want to |
| Contrary to popular belief, a corporate | | | | "let on" that the manager has a very good |
| coaching session with your employees is not | | | | point which deserves serious consideration. |
| the beginning of the change process. Our | | | | That manager needs to be very alert and |
| studies and consulting indicate that, 90% of | | | | prepared to recognize and acknowledge a |
| the time, employees already have a clue that | | | | subtle yet positive shift of direction or |
| a problem or challenge is on the horizon. | | | | recognition from the employee. The ability |
| Furthermore, some employees have already | | | | to put this into words is critical. For |
| resolved to take action and correct an | | | | instance, if the employee says, "I guess I |
| existing problem or prevent or minimize | | | | would be willing to give that a try," the |
| impending problems. This start of | | | | leader could either assume that the employee |
| pre-existing readiness is called the | | | | is still not fully committed or that this |
| employee's "own force" (self-motivation) for | | | | represents some positive movement and respond |
| change. In corporate coaching, the trick for | | | | by saying. I'm glad you are willing to try. |
| the manager is not to let employees feel too | | | | It is important to be sure that you want to |
| threatened, exposed, or vulnerable when they | | | | go ahead with this plan." |
| sit down with you. If employees believe that | | | | |
| they won't be tortured or tormented, they | | | | The objective of this procedure is to support |
| will begin to relax and share data and | | | | the employee's internal willingness or |
| impressions. Employees will naturally feel | | | | motivation to act constructively in the |
| some initial anxiety and be a bit defensive, | | | | future. If the supervisor can recognize and |
| even when they are in safe hands. The | | | | reinforce the employee's "own force," then |
| manager can achieve a lot of success if he | | | | the ease and speed of the change will |
| she can tap into, heighten, and acknowledge | | | | increase. |
| the employee's "own force" or | | | | |
| self-recognition of the situation. | | | | Employees value expression of appreciation in |
| | | | exchange for their support. If the leader |
| Some leaders believe that the coaching | | | | doesn't acknowledge the employee's "own |
| session will help the employee who has | | | | force" and treats the employee as though |
| perceptual blind spots by establishing the | | | | there were none, the employee may interpret |
| fact that a problem exists. However, the | | | | the leader's actions as unnecessarily |
| real challenge is to eliminate blind spots | | | | punitive or a put-down. This may result from |
| regarding the problem's "impact" and | | | | the leader overworking the issue or covering |
| "consequences" of future action. | | | | old ground from the employee's point of view. |
| | | | The leader simply needs to make sure that |
| A common omission of leaders, while | | | | the employee's awareness is accurate and that |
| conducting a coaching discussion, is | | | | the level of readiness is high enough and |
| acknowledging and giving employees credit for | | | | then guide the employee into an action plan. |
| their awareness of the problem or concern, | | | | |
| voluntary cooperation, and self recognition | | | | The goal in all of this is to let employees |
| of the needed change. After gathering | | | | feel like a part of the team, to recognize |
| research data on the corporate coaching from | | | | that employees have accurately detected the |
| both leaders and employees, we saw a | | | | same concern or issue as the leader, and then |
| fascinating pattern emerge. Leaders | | | | to move the coaching process into the action |
| typically attributed their past coaching | | | | plan. The bottom line is this: be prepared |
| success to their own skillful orchestration | | | | to give employees some credit. Look for the |
| of the coaching discussion. Employees, on | | | | subtle signs that they are beginning to |
| the other hand, frequently attributed | | | | respond, and express your appreciation for |
| coaching success to their self-motivated | | | | their support and cooperation. |
| effort to respond to change. Failure to | | | | |
| understand that both the leader and employee | | | | CMOE has been helping Pfizer, LG, FedEx, |
| play key parts in the corporate coaching | | | | Boeing and many other multinational |
| process can lead to serious complications. | | | | organizations develop their leaders around |
| | | | the world over the past 27 years. To learn |
| Employees generally don't transmit graphic or | | | | more about corporate coaching or other |
| extravagant verbal or nonverbal signs that | | | | programs we have to offer, contact a Regional |
| they are attuned to the leader's line of | | | | Manager at (888)262-2499. |