Coaching in the Moment: Meeting the Challenge of Productive, and Respectful, Coaching on the Run
You are a results-responsible person. In other words you are a busy manager or leader who is likely stressed by your responsibilities and deliverables. You are also on the move a lot, from one project or board review to another, one meeting to another, one issue or crisis to another, one due date to another. And it is not unusual for an employee or peer to stop you on your way and ask to talk about a problem or concern. This is a dilemma because on one hand you probably feel you can’t stop to talk but on the other you don’t want to put off or offend the person.
These moments are challenging in themselves but they have a larger importance. Over time how these moments are handled helps to create the management environment in your company and determines the kind of relationship you as a leader have with other employees. The purpose of this workshop is to introduce ways of effectively dealing with the challenges of people needing your time and your ear. These skills will help you be recognized as open and concerned but also seen as someone who expects others to take responsibility for problems and issues within their scope.
The focus of the session will on learning and practicing simple techniques for short-term coaching in two situations: First, when someone either hands you a “brought-to” problem or “claims” one exists in a project or board review, and second, when you are having an off-line discussion with someone who is “stuck” executing a plan or addressing a problem or issue.
- Ways to respond to “brought-to” problems that help maintain safety, and trust and create a more engaging work environment
- Your options in responding to “brought-to” problems and how to quickly decide among them
- A way to quickly assess the person delivering a “brought-to” problem and use the information to decide how to respond
- Ways to “coach-in-the-moment” in quick exchanges at meetings and reviews that are both productive and respectful
- How to distinguish between corrective/directive coaching situations and coaching for development situations and recognize when each type of coaching is appropriate
- How to use humble inquiry to quickly grasp the situation of both the problem being presented and the thinking of the person presenting it as a basis for deciding how to coach
- Why not all coaching is helpful to the person being coached and how best to determine the way you can help
- The importance of remembering that every coaching exchange is a relationship that usually does not end with the exchange
- Techniques for managing the biggest challenge you’ll face in any coaching situation – your own tendency to respond instinctively
About the Facilitator:
David Verble, has been a performance improvement consultant and coach since 2000. Prior to that, he worked for North American Toyota for fourteen years, first as an internal change agent and later as the Manager of Human Resource Development for North American Manufacturing.
He has been on the workshop faculty of the Lean Enterprise Institute for 14 years and has done presentations and workshops to support a number of the LEI affiliates in the Lean Global Network. David has worked with clients in manufacturing, healthcare, financial services and higher education in North America, Europe, the Middle-East, Asia and Australia. His programs focus on process management and improvement, leadership development, coaching, building PDCA problem solving skills, strategy deployment and support of cultural change for lean.
David is a founding partner in the Lean Transformation Group (LTG).) LTG uses value stream mapping a tool to help clients learn the problem solving and leadership skills to improve their processes and increase performance of their businesses. David is co-author with his LTG partners of two facilitator guides for leading value stream performance improvement projects, Mapping to See and Perfecting Patients Journeys.