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Skillset Coaching

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Setting Expectations & Assessing Performance Issues

Universidade da Califórnia, Davis

4.7 (282 classificações) | 8.2K alunos inscritos

Curso 2 de 4 no Habilidades de coaching para gestores Programa de cursos integrados

If you don’t know where you are going, any road will take you there. One of the most important roles of a manager is to ensure everyone knows the destination. The most effective managers set expectations and assess their employees’ performance against those expectations, and take a coaching approach to helping them get to the destination. That’s exactly what you’ll learn to do in this course! You will explore how to collaboratively develop expectations with those you lead. When you encounter expectations that are not being met, you’ll learn how to use "Coaching Algebra" to determine the underlying issues that are impeding performance, and how to respond as a manger-coach. We look forward to you joining us as we explore these essential coaching topics!

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Avaliações

4.7 (282 classificações)

5 stars
214 ratings
4 stars
57 ratings
3 stars
9 ratings
2 stars
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1 star
1 ratings

PM

Dec 10, 2018

Useful theory and practices how to set expectation, work with a team, evaluate the team and mainly improve the team. I would recommend it to all line managers and team leaders.

RM

Jan 08, 2017

The courses in this specialization keep on getting better and better. I believe that I have never had a better grounding in what coaching is than in this series.

Na lição

Diagnosing and Addressing Performance Gaps

In this module you will learn how to detect and resolve performance gaps for members of your teams. You'll learn about a process called "Coaching Algebra," and explore some effective strategies for coaching both skill set and mindset performance gaps.

Skillset Coaching10:14

Mindset Coaching10:40

Putting it all Together8:19

Ministrado por

Kris Plachy
CEO and Founder & Instructor, Leadership Coach, LLC &

Transcrição

[MUSIC]

Welcome back.

This video is all about coaching to improve performance due

to a skill set gap.

As a reminder, we know that someone needs skill set coaching when we can answer yes

to the question, does my employee not know what to do, but they are willing to learn?

That's how we know they need development as it relates to a particular skill for

the position or goal that we are working towards.

In this video, you'll learn a specific four step strategy for

how to coach individuals who have a skill set gap in performance.

There are any number of skills that employees and

all of us would need to develop.

They can be very technical in nature,

related very specifically to the work that goes on in your organization.

They can also be soft skills, developmental skills like listening and

communicating, and presenting, and time management or prioritizing, delegating.

There are a lot of different types of skills that people may need

to improve upon.

And we cannot make assumptions that just because someone is at

a certain level in their career that they have certain skills.

It is an unfair thing to do to assume that people should know how

to do something because often times their work has not called upon

them to develop something that maybe you have had to develop.

And just because you might have a similar amount of time

in your careers doesn't mean that they've developed the same skill set.

So let's not make assumptions that people should know how

to do something just because they've been working for a long time.

So when we want to address a skill set

the method of coaching to be honest is quite simple.

It's not complex to teach someone how to do something new.

We use something called skills transfer as an approach for coaching a skill set gap.

And there are four key elements as it relates to skills transfer.

The first one is that we need to tell the employee

what to do and what a successful outcome looks like.

So I'm going to tell you what I want your outcome to be and what to do to get there.

I'm going to talk to you as your manager and

explain it to you, that's what I'm going to do, okay?

The second step is I'm going to show you what to do.

So I might want someone to use a project management software system,

so I'll first tell them about the project management system,

I'll tell them how to use the project management system.

I'll tell them why we use this particular system and

then I'm going to show them how to use it.

Literally. [LAUGH] Sit with them and

walk them through the system.

We show, okay.

The third element is, I'm doing to do this work with you.

So I have now shown you what the system looks like.

Now I'm going to ask you to do that work and I will watch you.

So, I've put in a project into the project management system.

Now I want you to put in a project into the project management system and

I will watch.

As you do that, I will make notes as your manager or coach and

I will give you feedback which is the fourth piece, review and feedback.

And help you know, okay this you did really well.

This you could change differently.

Notice you forgot this field.

What have you, okay?

So the four elements are tell, show, do, review.

I'm going to tell you how to do it and what success looks like.

I'm going to show you myself how to do that.

I'm going to ask you to do the work, and I will then provide feedback and

review when we have completed.

And this can apply to anything.

It could apply to an effective call with a client.

It could apply to delivering a presentation.

It could apply to having a constructive conversation.

I'll tell you what the conversation could look like.

I'll show you how to have that conversation, I'll ask you to role play

that conversation with me and then I will give you feedback.

So we can do this skills transfer with anything.

The key here is to remember that so many managers struggle,

[LAUGH], and here's why.

Most managers start with tell, and then they don't do the rest of it.

They say to their employees okay you need to start using this project

management software.

Here's how to get it done.

You go in there, you fill out these fields, [SOUND] and

then they send people on their way.

They don't show them how to use it.

They don't watch them use it and then they don't provide feedback.

And the reason that most managers do that is not because they're not well meaning.

It's because first of all they don't have a lot of time, and

second of all there's sort of this assumption that I should be able to just

tell you what to do and you'll do it.

[LAUGH] But if any of you've been managing for

any length of time, I think you know that isn't always the case.

[LAUGH] So tell, show, do, review is skill set transfer,

that is the technique for skill sets transfer.

It's how we teach.

Everybody had to do anything if we're pretty good at it, right?

Now one of the things that I hear a lot of managers say is well I don't

have time for that.

And I have two answers.

First of all, you don't have time not to.

You don't spend this kind of time with people, on the front end you will spend

it with them on the back end because they will produce work that you don't want.

This is how we get great work.

This is how we teach people to do great work.

And this is how we teach people to do the great work that we want them to do versus

some stuff that they make up because they don't have clear direction, okay?

So you don't have time not to.

Second of all, you don't have to always be the one who does skills transfer.

Now as a coach, and this is a coaching course,

I would expect that you will do it.

But if you're a manager and you have 15 direct reports and

you have a team lead who's excellent at whatever the skill is that another person

needs to learn, they can do this.

They can do skills transfer coaching.

But you're still responsible to make sure that takes place.

And so the way that sort of doubles up, right,

is that they might do the skills transfer with this particular person that needs to

improve their coach, or their skill set.

But then you need to do the coaching of the person that's doing the skills

transfer, right?

So we make sure there's follow through.

So skills transfer isn't just something you have to do,

but you're responsible to make sure that if you have an employee on your team who

has a gap in their skill set, this is how it gets addressed.

It doesn't get addressed in an email,

it doesn't get addressed in sending them to a training.

Ooh, I want to say this.

Training is amazing but training is typically not all of these elements right?

Training is typically tell and maybe some show but

most training environments because there's a lot of people in

the classroom are not the full skills transfer.

Don't be fooled as a manager that if you send someone to a one day training

class on how to give feedback [LAUGH] that they will be excellent at it.

Because they haven't had the other elements of skills transfer,

that's where your work comes in.

So send them to training, have them come back and show you what they learned,

have them do it.

And then give them feedback.

That's how you close that loop, okay?

So skills transfer is how we develop skill.

When we know someone doesn't have the skill they need, but

they're willing to learn, we do skills transfer.

And we do that sometimes more than once.

Maybe even three, four times.

Until we know that this person has really gotten to a place that they're self

mastering the skill and they can execute without support and direction from you.

In our next segment we're going to talk about mindset coaching and

how to go about doing that.

In summary of this video on skill set coaching, a few things to remember.

First of all we can't assume that someone has a skill just

because they've been in a role for a long time.

Skill set growth happens all the time for

tenured employees just as much for new employees.

There are key elements to skills transfer.

We want to remember those four key elements are tell,

tell the employee what success looks like.

Show, show them how to do it.

Do, have the employee do it.

And review, give them feedback on how well they did.

Sometimes a lot of us, as managers, don't do all four steps.

We might be really good at telling.

We might be really good at showing, but we may skip a few of those.

And unfortunately that can put a gap in how well we're doing skills transfer.

We want to remember that we don't always spend all our time on skills transfer.

Sometimes we have to spend time on other elements of performance, right?

So skills transfer is one of those keys that helps us in the long run

improve performance if there really is a skill gap.

And sometimes it doesn't have to be us as managers who do the skills transfer work.

We can ask a colleague, we can ask a team lead.

We can ask a trainer to help develop the skill in a particular employee.

But always remember that even if someone else does the actual work of skills

transfer, you as the manager are still responsible to make sure that they

integrate that skill.

And that their performance moves forward and continues to improve.

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