Three Key Questions for Effective Coaching

Posted Monday, June 3, 2019 by Romar Learning Solutions
Manager coaching her employee

The Coaching Mantra

 
Coaching should be simple and intuitive. In today’s busy business world, managers are not going to implement a complicated coaching process that requires hours to prepare and execute.

A simple approach to coaching has managers asking themselves three questions:

1. Does the employee know what is expected?

2. Does the employee have the skills and knowledge to do what is expected?

3. Is the employee motivated to do what is expected?

This approach to coaching is called the coaching mantra, and it’s illustrated in the coaching mantra model.

Application of the model is simple — the manager observes an employee completing a vital task, and if the performance does not meet expectations, the manager simply asks themselves these three questions. Whenever a "No" is given as an answer, the manager works with the employee until the answer becomes "Yes."

For example, let’s say a manager observes an employee providing customer service that doesn’t meet expectations. The manager then uses the coaching mantra to uncover the underlying cause of the reason why the employee is not meeting the expectations. 

In this context, the coaching mantra would look like this:

1. Does the employee know what is expected?

Graphic of the Coaching Mantra The employee’s notion of "good customer service" does not align with the manager’s expectations. From here, the manager can correct the problem by maintaining transparent communication until their thoughts are aligned.

2. Does the employee have the skills and knowledge to do what is expected?

The employee does not have the skills and knowledge to deliver good customer service. The employee may know what is expected in terms of customer service, but is unable to deliver it because he or she lacks the skills and knowledge needed. In this situation, the manager would provide training on how to deliver good customer service.

3. Is the employee motivated to do what is expected?

The employee is not motivated to provide the level of customer service that is expected. The employee knows what is expected and has the skills and knowledge to do what is expected, but simply lacks motivation to do it. In this case, the manager would use persuasion and encouragement to convince the employee on the importance of providing good customer service. Some managers feel that it is not their place to persuade an employee to fulfill an expectation, but that attitude does not reflect a coaching and development mindset. Nor is it helpful for the business in the long run. Showing the positive impact of changing an employee’s behavior is much more influential than simply mandating it without correlating results.

The payoff of good coaching is invaluable. In addition to "correcting the ship," it shows your employees that you care. You care about the growth and development of your business — and employees — enough to spend time developing them to a point where they can eventually lead by example and excel in the roles in which you trusted them.

Contact us and learn how Romar can help you with a simple and effective coaching technique — the coaching mantra.