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Day-to-Day Coaching
Although managers spend approximately 20% of their time developing their employees, their efforts are rated as very ineffective to neutral by
a majority of their teams.
In an ideal world, managers would be able to assign employees projects based on the skills they need to develop to succeed at their current
levels and beyond. The reality, however, is that managers must assign projects according to employee strengths to achieve business objectives.
Attempting to address development areas through job rotations or stretch roles also presents a challenge, as these opportunities are
often scarce. Therefore, managers must rely almost entirely on their employees daily work to serve as the platform for their coaching and
development efforts.
As such, this guide is designed to help managers improve their coaching efforts by using their employees job tasks, assignments,
and responsibilities to develop the skills employees need. Additionally, the guide will help managers identify in-the-moment coaching
opportunitiesunexpected events that hold valuable lessons employees can use and apply to further develop their skills.
This guide is divided into two sections:
Section I: Planned Coaching Opportunities
Section II: Coaching In the Moment
Table of Contents
Section I: Planned Coaching Opportunities...................................................................................................................................................................3
Overview ......................................................................................................................................................................................................................4
Development Through Your Work Instructions...........................................................................................................................................5
Development Through Your Work .......................................................................................................................................................................6
Anticipate, Act, Reflect Summary ..........................................................................................................................................................................7
Simple Questions to Ask Before, During, and After Planned Development Experiences ......................................................................8
Applying Lessons to My Future WorkInstructions .......................................................................................................................................9
Applying Lessons to My Future Work ..................................................................................................................................................................10
Section II: Coaching In the Moment ................................................................................................................................................................................11
Overview ......................................................................................................................................................................................................................12
In-the-Moment Coaching Opportunities Instructions.................................................................................................................................13
In-the-Moment Coaching Opportunities .............................................................................................................................................................14
Simple Questions to Coach In the Moment........................................................................................................................................................15
Section I:
Planned Coaching
Opportunities
Day-to-Day Coaching
Section I: Planned
Coaching Opportunities
Overview
1
Use Current Employee Tasks, Jobs, and Responsibilities to Build Targeted Skills
In a perfect world, managers would be able to assign projects, tasks, and responsibilities based on the skills employees need to
develop. The reality is that most managers have to coach the hand they are dealttrying to build skills within a set of assignments
determined by business need, not development need. Fortunately, most tasks or projects have many developmental components, and
by thinking creatively, a manager can use a current role to build a needed skill set.
To help your employees identify development opportunities within their current roles, please review the Development Through
Your Work sheet on page 5.
Day-to-Day Coaching
Section I: Planned
Coaching Opportunities
Stretch Role
Critical Components of the Role
11
Create a checklist for the new team member letting him or her know
what to do rst
Process management
22
Coaching
33
Help the new team member understand how things really work
Communication
Current Assignment
Stretch Role
Critical Components of the Role
11
Business acumen
22
Project management
33
People management
44
Communication
Day-to-Day Coaching
Section I: Planned
Coaching Opportunities
Task:
Stretch Role
1
2
3
4
5
6
Current Assignment
Task:
Stretch Role
1
2
3
4
5
6
Day-to-Day Coaching
Section I: Planned
Coaching Opportunities
Anticipate
Act
Reflect
Day-to-Day Coaching
Section I: Planned
Coaching Opportunities
Pre-Activity
1
2
3
During Activity
1
2
3
Day-to-Day Coaching
Section I: Planned
Coaching Opportunities
Applying Lessons
to My Future WorkInstructions
The sheet on the following page is meant for your employees to use as they 1) reflect upon their experiences, 2) identify critical lessons
learned, 3) create a plan for applying those lessons in the future, and 4) note the milestones they will use to track their progress. This sheet
can be used informally to prepare for a development conversation between you and your employee or formallyas a method to hold your
employee accountable for applying lessons learned.
Day-to-Day Coaching
Section I: Planned
Coaching Opportunities
Project/Task:
What lessons did I learn in the past that I applied to this project? _____________________________
___________________________________________________________________________________________
___________________________________________________________________________________________
What milestones will I use to measure success? Who will I enlist to hold me accountable for
applying these lessons? _____________________________________________________________________
___________________________________________________________________________________________
___________________________________________________________________________________________
10
Section II:
Coaching In the Moment
11
Day-to-Day Coaching
Section II: Coaching In the Moment
Overview
1
Address Pressing Business Issues BEFORE Taking Advantage of In-the-Moment Coaching Opportunities
An important caveat as you seek to take advantage of unexpected coaching moments: if there are critical business issues at stake, it is
important to address them first. If you focus on the development opportunity at the expense of the business issue you risk exacerbating
any existing problems.
12
Day-to-Day Coaching
Section II: Coaching In the Moment
In-the-Moment Coaching
OpportunitiesInstructions
If youre like most managers, you often view coaching as a fairly formal activityyou often set time aside in your calendar to teach an
employee a new skill or procedure, provide formal or informal feedback, or review a recently completed project. By taking advantage of the
daily interactions you have with your employees (e.g., project updates, questions regarding next steps) you can make coaching part of your
daily routine. Most importantly, you can improve the quality of your interactions and strengthen your relationships.
To help you recognize future unexpected coaching opportunities, use the sheet on the following page to identify opportunities you may
have missed in the past. What interactions have you had over the last two weeks that would have served as opportunities to coach your
employees?
Asking for an employees thoughts before immediately
answering a question provides an opportunity to
understand where he or she is struggling and put him or
her on the right track.
Employee
Name
M. Jones
S. Lee
Day
Monday
Thursday
13
Day-to-Day Coaching
Section II: Coaching In the Moment
Day
14
Day-to-Day Coaching
Section II: Coaching In the Moment
Where did you feel that your X skill was not as strong as it could
have been?
What key lesson did you learn with regard to your X skill?
15
Note to Members
This project was researched and written to fulfi ll the research requests of several members of the Corporate Executive Board and as a result may not satisfy the
information needs of all member companies. The Corporate Executive Board encourages members who have additional questions about this topic to contact
the Board staff for further discussion. Descriptions or viewpoints contained herein regarding organizations profi led in this report do not necessarily reflect
the policies or viewpoints of those organizations.
Confidentiality of Findings
This document has been prepared by the Corporate Executive Board for the exclusive use of its members. It contains valuable proprietary information belonging
to the Corporate Executive Board and each member should make it available only to those employees who require such access in order to learn from the
material provided herein and who undertake not to disclose it to third parties. In the event that you are unwilling to assume this confidentiality obligation,
please return this document and all copies in your possession promptly to the Corporate Executive Board.
Legal Caveat
The Learning and Development Roundtable has worked to ensure the accuracy of the information it provides to its members. This report relies upon data
obtained from many sources, however, and the Learning and Development Roundtable cannot guarantee the accuracy of the information or its analysis in
all cases. Furthermore, the Learning and Development Roundtable is not engaged in rendering legal, accounting, or other professional services. Its reports
should not be construed as professional advice on any particular set of facts or circumstances. Members requiring such services are advised to consult an
appropriate professional. Neither the Corporate Executive Board nor its programs are responsible for any claims or losses that may arise from a) any errors
or omissions in their reports, whether caused by the Learning and Development Roundtable or its sources, or b) reliance upon any recommendation made by
the Learning and Development Roundtable.
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2006 Corporate Executive Board. All Rights Reserved.
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