The changing workplace
Workplace work ethics are changing by the day. Employees now look for more involvement in what they do. As such the traditional behaviour pattern of the team leader or the supervisor has to change.
The traditional coaching attitude of the supervisors has to change. They now need to be a lot more positive in working with their team to develop a strong relationship and also ensure that the full potential of the team members are fulfilled.
The Eight Step Coaching Model by Dr. Steven Stowell and Matt Starcevich
Dr. Steven Stowell and Matt Starcevich, authors of the Eight-Step coaching model speaks about a whole lot of diverse situations under which the supervisor / team leader can use the various techniques to ensure that perform the right coaching approach.
After studying countless situations under which the supervisor / team leader has to use his coaching techniques, the authors have developed this Eight Step coaching model.
These steps can be used not only in a situation where the performance of the team members are not up to the mark but also in a situation where the performance good, so that the supervisor can make amends in what they are doing and improve their performance even better.
1. Be Supportive. Supportive is an integral part of coaching. In this case however this is even more important. Support can be in various forms including but not limited to encouragement in what the team members do, listening to their problems and concerns, flexibility which can be through prioritizing the agenda and allowing for changes, assistance to team members when they need it, understanding, also by providing positive feedback where ever it is required and being open to everyone.
2. Define the problems and expectations of the situation. The coach / supervisor and the team members must sit and discuss the problems that they face, in an environment where they don’t accuse each other. It is the duty of the coach to explain the problem as also to allow the team members to explain their position and thoughts about the problem. It is the ultimate responsibility of the coach to explain what is desired from them.
3. Establish impact. The supervisor should explain the problem and the impact that it may have on them. This step is where the negative impacts are discussed. This is where a better employee engagement is ensured as the employees have the opportunity to address to the problem and also offer solutions to the same.
4. Initiate a plan. The supervisor and the employee can formulate a plan to address the problem in hand and work together to execute the plan and correct the problems.
5. Get a commitment. It is the responsibility of the coach / supervisor to get a commitment from the employees as to the completion of the action plans and also ensure that the commitments are maintained from their end.
6. Confront excuses/resistance. It is also common in business setups to confront employees who are negative minded and always suggest that improvement plans cannot work in this situation. It is the duty of the supervisor / coach to set the focus right to concentrate on what can be done rather than what cannot.
7. Clarify consequences. This step is similar to step 3 where the impact of the failure to implement the plan and the follow up consequences are discussed.
8. Never give up. Once a problem has been diagnosed and the corrective steps are initiated it takes time to get the corrective measures to take effect. It is the duty of the coach to ensure that the steps taken are persisted with and not given up in the middle of the plan. It has to be remembered that good things sometimes take time to take effect.