Coaching Skills

  • Coaching Skills for the Manager  : The GROW Model

A highly valued management skill is coaching, and one framework that has become very popular for managers over the past ten years is the GROW model. It offers a simple structure for managers to help guide their staff with their career planning and development.

The main stages to the process are based upon guiding a person through self-reflection, using a series of questions designed to provoke deeper self- insight and clarity within the other person. From helping the person to define a specific goal that is important to them, through to considering possible actions and steps they may need to take to achieve their goal……..the role of the coach may be to offer suggestions or some ideas, however the coach ensures that the “coachee” makes the decisions. In other words, the coach does not take over, but encourages self-reliance and decision-making within the “coachee”

  1. G – Goal – What goal would you like to focus upon in this coaching session?
  2. R – Reality Now – What is happening now; what’s working and not working for you?
  3. O – Options – What could you possibly do that would help you move towards your goal?
  4. W – Way forward – So, what exactly will you do (action planning)?

A short video clip helps to illustrate the use of astute open-ended questions by a performance coach to guide her client through the process.

  • Workplace Coaching

Peter Jensen is a highly respected author and speaker on the topic of Coaching Skills for managers. In this short clip he discusses the role of the manager as coach, and the need to be an effective listener. He explains the importance of avoiding always giving solutions to employees if they bring you problems. 

  • How To Conduct The Appraisal Interview

Most organisations now have some type of formal performance appraisal process in place that require managers and their employees to meet on a regular basis to review past performance and agree future performance expectations – with some companies having the formal review meeting every quarter, and others only on an annual basis.

There should be regular informal performance “tracking” chats happening every week or two ideally, so that come formal review time there will be no real surprises for the employee. The following short video clip offers some simple but useful tips for the manager on how to conduct the formal performance appraisal discussion.