Coaching to better performance (2)

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In a previous article, the differences between training and coaching were reviewed along with the two main types of coaching – directive and non-directive. This article takes this subject a step further to consider when training and/or coaching is actually necessary or beneficial.

For any training activity to add value, and be worthwhile, time must be dedicated to it. All training events should be conducted with a clear and specific objective in mind to ensure both the trainer and trainee are clear as to the purpose of the training and what is expected as a result. Unless this is clearly understood, it will be hard to monitor or review whether the training activity has been a success. Involve the individual too – what do they want to gain from the training or coaching experience?

Training events can be beneficial in a variety of situations. However, they can typically fall into one of the following categories:

• Induction of a new employee (when they are new to the company and/or new to a particular role)
• Resolving or addressing operating problems
• Upgrading the knowledge/skills of existing staff with a view to increasing performance, improving results, assisting with efficiency and enabling individuals to be multi-skilled
• To provide professional development to assist in maintaining knowledge and skills; promoting self achievement; demonstrating a desire to invest in your staff; and enhancing commitment to the role and the profession

Unless the training is to resolve a gap in knowledge/skills that is essential to the individual’s performance, then the purpose of the training is probably to develop the individual in some way. If you are providing the training in-house, this will not only involve take the time of the individual concerned, but also of you or other staff who are providing the training. It is therefore important to carefully consider what training is provided to whom. That is not to say people should miss out, but unless you have sufficient resource to dedicate to this, you will need to prioritise.

You should prioritise training or coaching for someone…

• For whom coaching will make an immediate difference; where a small intervention on your part will bring a greater perceivable benefit
• Who is committed to their work or to developing their career
• Who is capable of assessing their own performance
• Who is keen and receptive to learning

Before training someone for the first time it is useful to have a one to one pre-brief with the individual. This is to explain how you can help the learner and what you expect from them during the training or coaching event. For example, you might expect them:

To talk openly to you about what they think and feel about during the training. This is important so that they share any concerns during the training session, while they can be discussed. This is preferable to after the event, when time will have been lost and the benefits of the training delayed.

• To contribute and participate in generating ideas and solutions.
• To try new behaviours and skills, even if they feel strange at first.
• To give their full commitment and be prepared to persevere, even if success does not come immediately.

For ongoing training, a short pre-brief session is still worthwhile to:

• Recap on the development area
• Confirm the reasoning and objectives for this particular coaching session

Prior to starting any session you should reassure the individual that anything said or discussed will be confidential, and that any training needs identified will be shared with their line management only, and no-one else.

You should also make it clear that they will not be assessed or reviewed during the session. A training session should be a ‘safe’ environment for sharing concerns, asking questions and trying new ideas. It should not be seen as an opportunity to test competence. Assessing competency is now a key part of a line manager’s role, but these two activities should be kept quite separate, as they fulfil very different objectives.

Training and coaching activities work when both parties are clear as to what is to be achieved, how they are going to get there, and can be open and honest during the learning process. It represents an investment of time but, with the exception of appraisals is maybe the only time you may actually spend with your direct reports.

Dedicating time to their learning will not only help them develop, but will also provide you with a better understanding about the skills, experience and qualities of the individuals within your team. Once you understand that, you will be better equipped to manage them in the most appropriate manner for their individual styles, enabling you to get the best out of them.

This article was written by Elizabeth Mills, Director, Broker Network
An edited version of this article was published in Insurance Times