Coaching is a process of appreciating primary skills, enhancing secondary skills and developing new skills in an individual. Coaches use a combination of testing, workplace interviews, feedback, critical thinking and challenge that supports change and growth.

Individuals referred to a coach are already generally aware that something isn’t working as well as they would like it to work. They have experienced situations where intentions were misunderstood and perceptions were inaccurate. They know there were times when work didn’t get done or employees didn’t follow through with responsibilities.

The job of a coach when working with a manager who “needs improvement” is to clarify the role of the manager and enhance their skills. The coach teaches specific skills that effectively address areas of concern that need attention. The coach supports change with positive reinforcement. The coach creates practical “skill drills” an individual can use immediately to change behaviors that have caused distress to them and to their employees. The coach follows up regularly with key contacts in the organization for feedback. Changes to the plan are made throughout the process to fine tune skills being taught and practiced.

The first step, once it has been determined coaching is an appropriate intervention, is to have a meeting with the individual and manager together with the coach. At that meeting, there needs to be discussion of what led up to requesting the involvement of a coach. From that discussion, goals are set. The employee also needs to hear this is an investment in them to help them be more successful.

Testing is then completed by the employee before the first session with the coach. The testing utilized must be easy to administer and easy to understand. A copy needs to be given to the individual to share with his or her manager and to keep for personal reference. The test should be grounded in workplace behaviors and provide specific ideas for development.

In the first meeting, the coach will take a work and personal history from the employee to better understand personality dynamics and challenges they have dealt with personally and professionally. Results of testing are also reviewed. From all the information gathered, objectives are developed together with the employee based on the goals previously determined. Specific strategies are developed to assist the employee with making practical, concrete changes that will be effective over time.

For example, although it is “interesting” to know someone’s personality type, it doesn’t provide enough information to identify skills, how someone interacts with others in the workplace or provide practical ideas to change behavior. It is far more useful to see a specific example of a behavior that is less effective paired with an example of how to adapt or change that behavior. If you read, “She procrastinates on complex issues or work that involves serious thought,” coupled with, “Select one difficult project and establish a reward schedule for completion of the stages,” there are specific tasks to work on to change that behavior.

Follow up meetings are scheduled with the employee, initially ever week for the first three meetings. The focus of the meetings is on how the strategies suggested worked, what additional strategies are needed to meet the stated goals. Each meeting tracks specific progress. A consultation is held with the referring manager after completion of the first three sessions. Communication with the individual’s manager is critical. They are the “eyes and ears” at work. They will see and hear if the strategies are working. They provide helpful feedback to stay on course to meet the goals set at the first meeting.

The next set of meetings occur at increasing intervals over the next two to three months. This ensures the employee continues getting support to work on changes and to make them “habits.” Follow up with the manager is also needed on an ongoing basis. Periodically, written summaries are prepared by the coach for the individual and manager which track progress to date, challenges and next steps.

The keys to successful coaching are setting clear goals, conducting testing, knowing the workplace and the individual, and creating practical skill drills to facilitate change. Throughout the process the individual benefits from working with a coach in a supportive but challenging non-judgmental environment with ongoing feedback and support from the individual’s manager.