Strengthen Ties with One-on-One Coaching
Originally published in Dartnell's Team Leader
May 25, 2000
Q: I don't think that my team members feel I have
a serious interest in their professional development.
Feeling uncertain, I met with my direct supervisor to ask
his opinion on the situation and to seek his advice. He
told me I focus too much on proving my worth to senior
management, that I work excessively and fail to coach and
develop my team members. How do I achieve this and restore
their faith in me?
A: To be a "winning" and faithful coach, your goal
should be to develop the skills and talents of each team
member. If you don't take the time to guide and support
your team members, they may eventually choose to leave you
and move to a company that provides development
opportunities. Mark David, author of Coaching
Illustrated: a proven approach to real-world management
(The Mark David Corporation 1999), says a "true" coaching
principle is to spend one-on-one time with members of the
team to build lasting partnerships and keep them focused
and motivated. He suggests that team leaders prioritize
their day and workloads to make time to meet with these
individuals.
David says to make a personal commitment to team members'
growth and development. "The only quality way is to spend
time with them," David says. He points out that
micromanaging and coaching should not be confused, but
rather, team leaders should help employees manage projects
by providing support, guidance and developing their skills.
"Tell them something they don't know," David adds. "See
your role as helping team members become better people,
better characters and betters overall."
David suggests one-on-one coaching should be structured and
well planned:
- Set up a 90-day revolving schedule and set a
specific time to meet with each team member.
- Use a conference room or office where the
environment is safe and private.
- Spend 30 minutes to an hour and follow an
agenda.
- Gradually help the employee begin to accept who
they are. Open up with an overview, have a two-way,
truthful conversation and agree to small action steps for
the next meeting, such as a reading assignment or
attending a seminar.
- Remind the team member of the next meeting
date.
David says to not address "housekeeping" issues or
corporate objectives, but rather, focus on isolating
personal behaviors, strengths and weaknesses. He says trust
begins when you speak "the language of the individual" and
discuss these issues openly and honestly.
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