Liane Pardo-Mansfield

Good point, Martin.  Definitely agree in providing latitude with the process as long as the final result is achieved. My team knows what is expected and I uphold myself to the same standards that I expect from them.  The challenge I typically experience is with the final product not being in line with those agreed upon expectations despite repeated coaching efforts. This is when I have to provide more directive versus supportive coaching.  Evaluating employee capability is another important factor as you noted.  Sometimes, the employee just does not have the skill set to perform the task, which requires a… >>>

The Coaching Skills' course provided a good example of a process to follow for incorporating coaching with direct reports.  Most beneficial was the list of reminders of what not to do such as talking too much, engaging in a coaching session when having a bad day or upset about the employee's behavior, not listening activity to the employee, etc.  In my workplace, there is rarely a day that is not filled with conference calls, meetings, webinars, emails, calls, reports, etc.,  Everyone always needs something now not later.  This creates a hectic environment and makes it difficult at times to make time to… >>>

Sheila, I have had the same experience.  I dislike being micro-managed and dislike having to do it, primarily because it requires extra effort and time that is counterproductive to the whole point of having delegated the specific task to begin with. That being said, micro-management is at times warranted.  As you noted, if a team member has repeatedly been under-performing despite training/coaching/etc., the onus is on me to get fully involved and "inspect what I expect" until the expected results are achieved.

Hi Tshia, did the course provide ideas for stress management activities to facilitate within a team setting?

At my workplace, we use the Situational Leadership coaching model. I have weekly one-on-ones with my team members, who come prepared with their list of topics to discuss broken down in terms of how much assistance they need. For example, a D-1 topic would be one that requires a lot of direction and informatoin whereas a D4 topic would be one they just want to share with me or update me on. There is also a section on the form for "next steps by you (the coachee)" and "next steps by your leader." This is helpful in keeping track of… >>>

The Coaching Skills' course provided a good example of a process to follow for incorporating coaching with direct reports.  Most beneficial was the list of reminders of what not to do such as talking too much, engaging in a coaching session when having a bad day or upset about the employee's behavior, not listening activity to the employee, etc.  In my workplace, there is rarely a day that is not filled with conference calls, meetings, webinars, emails, calls, reports, etc.,  Everyone always needs something now not later.  This creates a hectic environment and makes it difficult at times to make time to… >>>