When thinking about coaches of athletes, we typically picture the in-game situations. High-intensity, focused instruction paired with cheers and positive affirmations are the general structure of a coach’s interactions with players in a game or match. But what about practices? How does the coach play a part outside of the intense game play in helping the individuals they are coaching become better at their craft? And how do they get the individuals to remain ENGAGED?
I think every manager, leader, supervisor, trainer and coach has had this thought at some point in their career: What do I do with someone that isn’t engaged – are they even worth coaching? Gut instinct says, “You can’t change the way a person is.” However, after some consideration of a strategy, you can help the individual find their place. Often, lack of engagement comes from either lack of understanding or lack of knowledge on how they play a role in the company. And, for the record, every person is worth coaching to some degree. It all depends on how far you’re willing to reach to find their true motivation.
Often, organizations will deploy a workplace engagement study to ascertain their employee's happiness and level of engagement. This could include their salary, their benefits, their engagement levels, their motivation, their team dynamics, or what have you. The purpose of the engagement study is to find out what's going on in the workplace. Often, organizations will do this on an annual basis which quite frankly is just not enough. Often, the results will be shown to an executive or upper management team only to have it sit there.
What if organizations had a specific program or approach to develop talent inside their organization based on what customers shared in terms of their overall experience? Wouldn’t this provide a distinct advantage for companies who did so in the marketplace?
When an employee is disengaged, their motivation, progress, attitude and confidence all plummet. Without proper engagement in their work, employees have difficulty reaching and achieving their goals. As a coach, it can be difficult to coach employees to increase engagement, but here are a few tips that will help.
Mary comes into work every day and is motivated, engaged, has a good attitude, and is ready to tackle any project that might come her way.
When you hear the words engagement and coaching used together, you generally think about your employees. Are they engaged enough in their work and with each other? What can I do as a coach to improve their engagement? However, one of the most important questions generally goes unasked. Am I fully engaged in my coaching and with my employees? As a coach, it is important that you are 100% engaged.
The purpose of coaching is progress. We coach to help employees progress toward their goals and eventually achieve them. Coaching is the means to a successful end. Progress can be seen in many aspects of an employee and their work. Motivation, attitude, engagement, effort, relationships, etc. all show how an employee is progressing, and each of those aspects is developed by coaching. Progress develops from good coaching techniques. Here are 7 coaching techniques to help increase progress.
This is a really interesting topic. No time is also viewed to employees as "My manager does not care." The top performers believe this as much as struggling performers do. Second, when managers say they don't have time to coach, I typically challenge that with "You already coach your employees." They usually look surprised, but I say to them "You send a message every day that prompts them to stay or leave the company." Your message of silence, if you do not coach, is heard loud and clear. Read through the white paper below to find out six reasons why managers should not use a "lack of time" as an excuse for not coaching:
It’s important for employees to feel a sense of connectivity in the workplace, whether it be to their boss, their teammates, their job or to the organization itself. What is connectivity? Connectivity is the state of being connected. What does it mean to be connected? Connected is to relate to or be in harmony with another person, one’s work, etc. Managers have the responsibility of keeping everyone connected in the workplace and dealing with different levels of connectivity among his or her employees. Determining whether or not an employee has a connection in these areas is the first step for a manager to take. This will help the manager be more successful with coaching to the employee’s various levels of connectivity.
For example, some employees may be connected to his or her boss or the company but not to their teammates. You may have an employee who feels very connected to his or her job and teammates but not to their boss. Connectivity doesn’t have to be viewed as something negative, it is simply something that people feel or don’t feel. It is often associated with engagement and relationship building.
Engagement is a word commonly associated with coaching, but what is engagement? In the article, "What is Employee Engagement?" written by Kevin Kruse, he writes about the meaning of engagement in the workplace and why engaged employees will benefit your company.