New Supervisor Training
Helping new and experienced supervisors make the transition from individual contributor to leader, this practical guide shares a wealth of experience aimed at the realities of becoming and succeeding as a new supervisor.
TABLE OF CONTENTS New Supervisor Training
Instrument 11-4: Coaching Skills and Practices Assessment
Instrument 11-4: Coaching Skills and Practices Assessment
Coaching, or working with your people one-on-one, maximizes the likelihood that your leadership will be in alignment with their motivation. This self-assessment instrument is intended especially for new supervisors who aim to be good coaches. It helps them understand the competencies required for good coaching and provides a format for setting developmental priorities and plans. Use Tool 11-3: Action Plan for Self-Improvement in Coaching Skills as a follow-up.
RATIONALE
The 10 skills and practices emphasized in this assessment can be considered the vital few. They build on the fundamental competencies that all new supervisors need to develop, mapped in the parallel Instrument 11-3: Self-Assessment for New Supervisors. These vital areas of coaching can make you a superior supervisor.
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Delegating tasks: Effectively assigning tasks to others while maintaining responsibility for results. Considers both the skill level of the employee and the challenge level of the assignment.
Giving employees new tasks can be part of a developmental strategy. Your ability to gauge others' readiness to take on additional responsibilities and perform mission-critical tasks determines the effectiveness of your leadership.
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Communicating instructions: Showing the employee how to accomplish the task and clarifying when, where, how much and to what standard it should be done.
Working with individuals on new tasks is an investment of your time and energy. The best way to get a payoff is to inform the employee about how, when and to what standard the task should be completed. The opposite...
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