Another way to manage the dual roles of evaluator and coach is to create an atmosphere of trust. Employees seek help, learn best from, and open up to managers who show interest in their long-term development and who provide both support and autonomy. Trust makes coaching possible, and the act of coaching itself increases trust.
Your coachees will be more likely to trust you if you have expertise in the matter that they are being coached on, demonstrate concern for their well-being and success, show empathy for their situation, fulfill promises that you've made, and respect confidentiality if they desire it.
In addition, you create a positive climate by ensuring accountability for the results of coaching and making that accountability explicit.
For example, "I agree to help you develop your selling skills. You agree to learn and apply them to produce higher sales."
Also express accountability in measurable terms whenever possible—such as "number of sales contacts made each day."
Finally, coaching paired with motivation-to-learn is a powerful combination. Common workplace motivations that encourage people to master new skills or improve performance include: opportunities for advancement, salary increases and bonuses, job security, peer pressure to perform at one's best, and opportunities to take on more challenging work.
In short, the more trust, accountability, and motivation you can establish, the more effective your coaching will be.
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