This page contains a Flash digital edition of a book.

with their own style. If a manager or peer sees the employee is more of a hands-on learner, they can give the employee control while talking them through the process. Or, if they find someone learns

by example, they can first take the lead, check in frequently to make sure they’re going at an acceptable pace, and then let the employee take over. Remember, in order for coaching

employees to be highly effective, train- ing can’t begin or end with the students. Set up training events for managers

and employees who will be coaching to identify how each employee learns best. Not every employee will be able to easily articulate their learning style, so helping your coaches recognise each learning style will save everyone from wasting time, money, and loads of frustration. Once you’ve trained them on how to identify each learning style, make

a plan. Have them coach each other with each style of learning to get a full grasp of how each differs as they’re coaching and as they’re being coached.

Employees feel the difference

People are the most important asset to any successful company. But what happens when companies aren’t focused on their team? When employees aren’t shown the

proper amount of time and attention, they’ll quickly grow frustrated and disengaged, causing companies to lose promising talent due to a lack of coaching. Leaders who do put in the time and effort to help employees advance their careers can feel the waves of positivity in company morale and evolving employees’ attitudes. Portray this through your core

value every day: for us this was a deep commitment to culture. After finding out our employees wanted

Not only are learning and development opportunities affected by the way you coach employees, but so is engagement

more from managers, we knew it was important to make sure coaching didn’t end when our meetings were over. Coaching and feedback are now key elements of our culture – and we com- municate at every all-team meeting, at every manager-employee one-on-one, and before every feedback session. Being motivated, equipped,

empowered and wanting to take on more responsibility are four hurdles managers attempt to jump every single day. Showing your team you’re invested

20 | June 2017 |


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36