Situational Coaching is having the ability and agility to converse with people no matter the situation. This requires a coach to know what questions and what strategies to utilize specific to the situation. For example, let's take two various situations that are typical in today's workplace. First, what if we have an employee who's really performed well and is considered a high potential talent, but there are no job openings in terms of promotions? You know that this person might start to look for jobs due to the lack of opportunities, but you know that down the road that this person is a keeper and more importantly that the organization would benefit by maintaining this talent. What does that conversation look like? How does one even have that conversation? How does a coach even start that conversation?
Recently, I had a conversation with an organization where one of the managers felt like there would be greater traction with their end of the year engagement study results if upper level management participated in coaching and mentoring. He presented a true fear of having such a conversation as it was filled with political potholes and risk. What is a manager to do?
The coaching industry is growing by leaps and bounds. With that being, said I think we have to be very conscientious of the reasons why we need to coach and not just for the traditional reasons of engagement and performance development, but more organizational reasons as well.
Employees need to be coach-able and approach-able. This nationally written white paper with Training Magazine reveals the top attributes managers seek in employees. Please let us know your feedback.