Conducting a Coaching Conversation
Discuss About The Improving Quality Constructive Peer Feedback?
Coaching conversation plays an important role as it helps to train employees in developing their skills and knowledge in their respective job. Prior to that feedback can be effective for employees within the organization, as it helps to improve their level of performance (Fong et al., 2016). Recognition also provides positive outcomes along with feedback, as it increases motivation and loyalty among the employees. The paper elucidates on major aspect such as importance of coaching conversation, outcomes of positive and constructive feedback and recognizing contribution within the workplace.
Coaching conversation is an important strategy as it helps people to become self aware by developing the potential skills and knowledge. As per the assignment, the researcher being newly promoted as a Project Manager in the Canadian Tire decided to provide a coaching conversation among its team. The reason for conducting this coaching conversation is that though the other team members are active but lack confidence and technical skills while dealing with critical task (Britton, 2015). Therefore, in order to develop their skills and for increasing their confidence level, the Project Manager has decided to conduct a coaching conversation.
Being newly promoted as a Project Manager it was difficult for the Manager to conduct the coaching conversation as initially many of the staffs were not really interested for the coaching session. Apart from this, the Manager need to forge his partner to let him conduct the conversion, as the partner thought that there would be no positive outcomes of this conversation. Therefore, the Project Manager needs to convince his team partner that the coaching session would be beneficial for the team members, as this would help them to increase their confidence level and thus they can increase their performance level (Campbell, 2015). Though at the beginning it was difficult to convince, but making the partner understand the importance of this session, he agreed to proceed with the same. The Manager succeeded in building trust with his partner by coming to an agreement that if the first session does not turn out to be effective, they will not conduct any other coaching conversation. Apart from this, the coaching session will be formulated as an interactive and fun session where other employees will feel free to discuss their problems related to work, and accordingly the project Manager can provide appropriate solution to boost their confidence level.
In the particular coaching conversation, the Project Manager implemented the Six-Cap coaching system for getting better outcomes. The six-cap coaching system consist of six important features that includes dream builder and master motivator, the teaching and the advising cap, the assessment cap, the drawing people out cap, the reframing cap and the forwarding action cap. By implementing this system the project manager tried to rise up their spirit to increase their confidence level and accordingly motivates and encourages them (Barr, 2018). Prior to this, through this coaching system tends to reframe the minds of the employees. Coaching is not about giving answers, it relates to helping people to help them understand their own skills and ability. However, the six-cap coaching system was appropriate for this particular coaching conversation as it realised the employees their skills and ability and prior to that with better advice and motivation, the employees gained their confidence (Campone, 2015).
Description of coaching conversation
The Project Manger as well as the employees received positive outcome from the coaching conversation. After the completion of the conversation it has been noticed that the self awareness of the employees had increased and they were motivated and happy than before. This has also changed their working system, as they have started to work to increase their performance level (Waggoner, 2018). Apart from this, the project Manage also received positive feedback from the coaching partner and thus the partner encouraged him to take up this session in every six months and also promised to assist him in all such coaching conversation. However, in the next session, the Manager decided to do something new that is, apart from motivating them, he will also assess the employees and accordingly will give them feedback as per their developing skills and knowledge.
Feedback refers to valuable information given to individuals, to evaluate their behaviours. Feedback is necessary as it helps a person to know, how the person is doing and what is expected from the person. Feedback can be both positive and negative, positive feedback encourages individuals, whereas negative feedback deals with the errors, that need to change as expect. Positive feedbacks are effective as it help employees to get motivated and accordingly improve their performance (Dennis, Monrouxe & Rees, 2018). For instance, the project Manager of the Canadian Tire noticed that one of its team members was disengaged with his work and could not set the goals. After noticing that, the Manager decided to talk to him and understood that he was not motivated for the work he performs and therefore not willing to work. Accordingly, the Manager took action and started motivating him through appreciation; performance based rewards and also decided to meet him once in a month outside office to discuss matters more freely.
Feedbacks are important in the workplace as it helps to improve the level of performance. For instance, being the Project Manager, the Manager received a positive feedback from his supervisor and partner for conducting the coaching conversation effectively. The feedback was given as the Manager had done a great work and the feedback encouraged him to work more effectively on next time (Jones, Woods & Guillaume, 2016). The feedback from the supervisor was through evaluation form where he received highest review and incentives. His partner appreciated him for good work and promised to assist him whenever requires. However during the coaching conversation, it was noticed that two of the team members were not interested in the coaching system and kept themselves aloof from the session. In order to engage them, the Manager gave them constructive feedback that they do not have proper skills to perform their job and not being proactive will not benefit them and this would lower their position. In both the cases, the full team members were engaged as the feedback was given in front of all the members.
In both cases, the positive feedback received by the Manager worked positively as it motivated him to perform next session more enthusiastically. He has also planned to make the next session more interactive and fun. While in the case of constructive feedback that was given by the Manager to his team member turned out effective as the members in the next session were shown engagement and proactively taken parts in all the activities. In case of positive feedback, the manager was very happy and was motivated to perform well, while giving constructive feedback, he felt satisfied as that improved the performance of its team member. At each session the members at first felt low by receiving constructive feedback but after realizing their mistake they took it as an advice and accordingly improved. The process in each of the situation turned out effective as it provided positive outcomes while comparing with the readings on feedback.
Analyzing the coaching conversation
Staff recognition is an important factor as it motivates and encourages team members to work harder to achieve their targets. One such situation where the manager rewarded one of his team members for having highest productivity among the team and it lead t increase his productivity level (Jessen, 2015). The reward was in the form of incentives and also rewarded him movie tickets for his family members. This recognition has provided the team member with immense job satisfaction and happiness and also increased his positive feeling towards the Manager and the company (Marsick & Watkins, 2015)..
It is important to note that while recognizing any staff, it is important to recognize the contribution effectively so that rewards should be given to the right person. In case of recognizing contribution it is important to develop a comprehensive system to analyse staff recognition by selecting employee of the month or through appreciation. Apart from this, encouraging employees to take part in different activities outside their job role is also a part of recognizing contribution (Espinoza & Ukleja, 2016). It is also very important to evaluate employees from time to time through different rating scales such as evaluation form, marking grades and also through their productivity to select the appropriate member for recognition. For instance, once an employee in Canadian Tire was rewarded with bonus and gift cards. While evaluating every team members based on their performance, it has been recognized by the Manager that the particular employee can deal with critical task effectively and has high communication power to convince clients (Njoroge & Yazdanifard, 2014). This has resulted in increase in company’s productivity and accordingly the employee was recognized for his productivity.
Conclusion
From the above report it could be concluded that effective coaching conversation can give positive outcomes and can increase the performance level of the team members. Prior to that feedback also plays a major role in retaining and motivating skilled staff s it increases their loyalty and trust for the organization. Apart from this, recognition and reward provides satisfaction and happiness to employees and accordingly increases their performance level.
References
Barr, M. (2018). An introduction to coaching skills: a practical guide.
Britton, J. J. (2015). Expanding the coaching conversation: Group and team coaching. Industrial and Commercial Training, 47(3), 116-120.
Campbell, J. (2015). Framework for Practitioners 2: The GROWTH Model. Coaching in Professional Contexts, 235.
Campone, F. (2015). Executive Coaching Practices in the Adult Workplace. New Directions for Adult and Continuing Education, 2015(148), 59-67.
Dennis, A. A., Foy, M. J., Monrouxe, L. V., & Rees, C. E. (2018). Exploring trainer and trainee emotional talk in narratives about workplace-based feedback processes. Advances in Health Sciences Education, 23(1), 75-93.
Espinoza, C., & Ukleja, M. (2016). Managing the Millennials: Discover the core competencies for managing today’s workforce. John Wiley & Sons.
Fong, C. J., Warner, J. R., Williams, K. M., Schallert, D. L., Chen, L. H., Williamson, Z. H., & Lin, S. (2016). Deconstructing constructive criticism: The nature of academic emotions associated with constructive, positive, and negative feedback. Learning and Individual Differences, 49, 393-399.
Jessen, J. T. (2015). Job satisfaction and social rewards in the social services. Journal of comparative social work, 5(1).
Jones, R. J., Woods, S. A., & Guillaume, Y. R. (2016). The effectiveness of workplace coaching: A meta?analysis of learning and performance outcomes from coaching. Journal of Occupational and Organizational Psychology, 89(2), 249-277.
Marsick, V. J., & Watkins, K. (2015). Informal and Incidental Learning in the Workplace (Routledge Revivals). Routledge.
Njoroge, C. N., & Yazdanifard, R. (2014). The impact of social and emotional intelligence on employee motivation in a multigenerational workplace. International Journal of Information, Business and Management, 6(4), 163.
Waggoner Denton, A. (2018). Improving the Quality of Constructive Peer Feedback. College Teaching, 66(1), 22-23.
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