We had an interesting session about managing performance through coaching methods. Unfortunately sick children at home meant I missed the last half of the day. However I did take away some things.
1. There is a difference in being personable and personal.
2. Be curious - help people identify their own goals / their own performance.
3. Coaching is an effective tool in many situations.
4. Being a coach doesn't mean that you lose your manager hat.
The GROW model of coaching is simple and effective and I look forward to giving it a try when doing some coaching sessions next week. I think coaching would be helpful in situations where people need to start taking on more challenges, rather than letting them be the new person 3 years later it is important that the expectations remain high and there are enough challenges to push people forward.
I have found it really difficult going from colleague to team leader, with clashes over my role, am I a friend? a coaching team leader? a peer?
I realise now I have allowed colleagues to become friends, stepping over the barrier into personal rather than just being personable as a team leader and peer. I've done this to ensure the relationship is established however it does make it difficult to help people who are not performing gain insight and know what to do.
It is
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