Encouraging and guiding employees in order to make their performance more effective and to enhance their self-perception and problem solving skills.

distinguishes his/her own position as a coach and its influence on others
has the right skills, knowledge and experience to coach others
has an adequate self-perception

makes it clear to others what is expected of them and helps them realize these objectives
identifies and clarifies problems others may have in performing their tasks
encourages and motivates others to come up with their own solutions
provides directions and professional advice in order to improve other people's performance
allows other people to take responsibility for themselves, especially for their own learning process

does not provide solutions but helps others improve their problem solving skills
helps other people find the right contacts within the organization
helps other people see the importance of a broad orientation within the organization
enhances other people's understanding of the organization's informal rules and circuits
encourages others in becoming involved in organization-wide activities

encourages others to plan their careers
helps others explore their limits and possibilities - even if they can only be found outside their own organization
encourages others to take steps toward achieving their own professional goals
distinguishes other people's talents
helps other people realize what their professional goals are, even if they reach beyond the organization

Coaching can be easily developed if the candidate has a more than average score (7,8,9) on the drives Helpfulness and Social empathy

How do you enhance your employees' personal development?
How do you conduct a development interview with an employee who is lacking motivation? Could you give an example?
Could you give an example of an employee you found difficult to coach?
Could you give an example of a situation in which you enquired after a colleague’s or employee’s personal circumstances?
How much time do you spend on average on your employees’ personal development? Could you give examples of recent, successful personal developments?

Discuss with others how they perceive your style of coaching. Is their perception in line with your own views? What can you do and would you like to do in order to improve easily?
Provide feedback to others regularly, both in terms of compliments and appreciation and constructive criticism.
Be aware of your listening attitude. Make sure it is active and positive (look at the other person, summarize, nod, make remarks).
Make a review of your employees’ talents. What are their qualities? How could they develop them further? Set tangible goals for their personal development on the basis of your review.
Get acquainted with the advice given on coaching and development interviews in Chapter 1.4.

Decide with your candidate when and how he is going to practise coaching. Ask for feedback on this experience. If possible, observe the candidate’s style of coaching and provide feedback.
Simulate a coaching interview in a role play (you being the coachee), provide feedback, and encourage your candidate to practise personal development issues.
Try and find out with your candidate which aspects of coaching he would like to develop. Write down a number of goals and action points.
Ask your candidate to think about the question what stops him from coaching other people. Where is his resistance coming from? Ask the candidate to coach someone on an ‘easy’ issue and review what happens.
Discuss with the candidate what the organization’s goals are and how they affect his daily routine. Discuss whether he can learn or develop things in order to help achieving these goals.
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