In our last newsletter, we talked about establishing coaching skills within the ranks of your organization's managers. A good coach will help others to gain confidence, learn to solve their own problems, make sounder decisions, and work more independently. 

Coaching is often an approach used for employees who are struggling to meet the mark. In fact, too often the term "coaching" is used as a synonym for "correcting" or "counseling". We invite you to consider a broader definition for the practice of coaching within your organization. Coaching is a wonderful approach to take with those employees who are already performing well and have the potential to be superstars. Coaching for development is a way to build judgment and confidence, as well as demonstrate to the employee that you believe deeply in his/her capabilities.

Goal: what is the employee trying to achieve? is there a goal the manager or organization would like to see reached? Work together to identify an inspiring target.

Reality: what is the current situation? what needs to change? what's working and what may need to be adjusted?

Options: by asking great questions, you can help the employee to identify possible approaches to a solution. Remember, the more options on the table, the more likely it is that one or more of them will be effective! "O" may also stand for "Obstacles" that need to be identified and removed.

Way Forward: Bring closure to the conversation through a recap of what was discussed and decided, with an emphasis on what the employee will do going forward.

Your managers may already be doing a great job coaching for development. CaseCards can be a helpful tool to use in skill-building, as they provide ready-to-use scenarios for meaningful practice. We'd be glad to talk with you about how you might structure such a program.