Continuous conversations about performance, development, feedback, and the employee experience lead to an overall more engaged workforce. When we lean-in to these discussions, we get more agile, real-time, meaningful input that can help us drive greater results in ways that are more collaborative, innovative, and inclusive. Through ensuring individuals have the chance to check-in more regularly, this creates a stronger environment of belonging for everyone. These conversations create space to solve problems, clarify expectations, and plan for next steps. Elevating the number of times we check-in about performance at Berkeley gives us a better chance to address issues as they arise, instead of waiting for a once-per-year retrospective evaluation.
- Attend BPM 206 Growing as a Coach training to learn the coaching framework and fundamental skills
- Join Community of Practice - Cal Coaching Network to learn additional coaching skills and have an opportunity to practice coaching
- Visit the Training & Resources page for self-study resources
- Start a Coaching Circle in your area to get feedback and support from your peers. Contact Inette Dishler to launch a Coaching Circle.
Firstly, don't call it coaching. Labeling a conversation "Coaching" can be intimidating to some people unless they have experienced professional coaching. But in any conversation that you may be having with your employee, you can incorporate coaching skills and using the coaching framework learned from the Growing as a Coach class. Secondly, assess if Coaching is the right approach. A simple way to look at HOW you manage is that you may give more direction at times (for example, when an employee is new to a task) in order to increase their ability to do it well. As they have success, and their confidence increases, you will shift to allow them to do it more independently. Coaching is used when an employee has more confidence and has done a task before.
Managers/supervisors are responsible for coaching employees and managing performance. If coaching or development is not happening, bring this to the attention of the manager/supervisor in a check-in conversation. Let them know how you would like to grow and develop, collaboratively explore professional development goals, and set expectations on how you will touch base on professional development progress between check-in conversations. Ongoing coaching and development are beneficial to both participants in the manager/supervisor and direct report relationship. It is the responsibility of the manager/supervisor to enable teams to grow, leading to greater results. "Coachees" can take ownership over their development through seeking skills, knowledge, and experiences that grow careers.