Photo: Julie Elliot-Abshire

Why is coaching so important? Well, the Sales Executive Council’s research has revealed a strong, positive correlation between coaching effectiveness and (a) the performance of average (or core) performers (as much as 17% improvement), (b) high-performer retention, and (c) high and average performers’ willingness to work harder. Pretty impressive stuff!

If that is the case, how could you go wrong? Unfortunately very easily.

I work with many different organisations. Many of them are keen to ensure that their supervisors, team leaders and managers are busy coaching their people to improve their performance. What’s interesting is that in most organisations the word ‘coaching’ frequently refers to one activity, one approach, one way of doing things. Yet by taking this approach, these organisations fail their people, their managers and their shareholders.

The thing to realise is that coaching is situational. So you need different coaching approaches depending on the situation you are dealing with and the outcome you desire. Here are the basic coaching approaches you need in your arsenal.

1. To grow performance, use positive reinforcement In the workplace, positive reinforcement can best be describes as informal, immediate and specific positive feedback from a knowledgeable source. It was confirmed by the Corporate Leadership Council’s global research in 2002 as the “single most effective performance management lever available”. This approach is typically used informally during day-to-day coaching conversations.
2. To confront performance problems, use corrective feedback
   This is a positive and supportive approach for confronting performance problems. It enables frontline leaders to easily address performance problems before they become a significant issue.
3. For developing skill, use skills coaching
   Based on the Effective Behavioural Coaching model, this coaching approach has been shown to be up to 300% more effective at developing skill than conventional coaching methodologies. This approach would typically be used on a weekly or fortnightly basis in situations where on-job skill development is required.
4. To coach people resistant to change, use coaching resistant performers
   This coaching approach is a more serious conversation for team members who are resistant to make a required change in their behaviour. The conversation can be an intermediary step between corrective feedback and performance management.
5. To develop, guide and mentor people, use the GROW conversation
   This coaching conversation is focused on asking effective questions to mentor, lead and build awareness and responsibility in the person being coached. This longer conversation is typically used during performance reviews and monthly one-on-ones.

Coaching is a way of motivating and creating engaged employees, and is particularly effective in turning average performers into high performers.  The untapped potential lying dormant in your frontline employees is staggering.  Coaching is a powerful tool to harness this potential for the overall benefit of organisational performance, provided you take the time to apply the right technique for the situation you face and the outcome you are seeking.