Chapter 9 - Coaching, Counseling, and Mentoring

Question 1

Hats worn by today’s supervisors

Answer 1

Role model
Boss
Adviser
Disciplinarian
Teacher
Friend

Question 2

Three supervisory roles

Answer 2

Coach
Tries to improve performance and abilities
Sets goals
Provides advice on how to achieve goals

Counselor
Helps employees address performance problems stemming from personal circumstances

Mentor
Acts as a role model
Provides opportunities for personal and professional growth

Question 3

Principles for coaching

Answer 3

Clarify your coaching role
Engage employees’ interests and passions
     Offer “stretch” assignments
Be a conversation partner
     Have regular, frequent discussions about performance
Define business results
Clarify performance expectations
Build dynamic capability
     Help employees prepare for change
     Help employees learn to learn
Recognize “teachable moments” 
Use multiple coaching media
Provide recognition and rewards

Question 4

Three aspects of delegation

Answer 4

Responsibility
Authority
Accountability

Question 5

Tips for effective delegation

Answer 5

Be clear about what you want done.
Choose the right employee for the task.
Give the employee time and space to complete the assignment.
Maintain open communication and check on progress.
Do not rescue the employee.
Give employee the necessary authority to complete the task.
Hold the employee accountable.
Recognize the employee’s accomplishments.
Consider delegating new responsibilities beyond the specific work of your team.
Serving on a committee
Leading a cross-departmental work team
Teaching other employees a task
Researching and reporting on a new business practice
Attending a high-level meeting

Question 6

Basics of effective counseling

Answer 6

Empathy
Acknowledging and affirming another’s emotional state

Caring
Respecting individuality and preferences
Understanding the need for time and personal space
Accepting opinions, beliefs, and emotions as valid
Treating employees fairly

Listening

Confidentiality

Question 7

Procedure for counseling

Answer 7

Have a private meeting to discuss the performance issue.
Tell the employee that you are concerned.
Describe how the problem is affecting productivity or work environment.
Allow the employee to discuss the performance problem from his or her perspective.
Be clear about the consequences of not resolving the problem.
If the employee brings up a personal problem, offer to work with him or her to get the needed help.
Make sure you clearly understand the problem so you can make an appropriate referral (and make sure you are familiar with available resources in the workplace or community).
Do not try to force an employee to get help.
Do not try to force an employee to discuss personal problems; focus instead on the performance issue.

Question 8

A mentor

Answer 8

Serves as inspiration for personal growth and development
Supports the employee on his or her career path
Acts as a sounding board for difficult decisions
Serves as an ally and adviser.

Question 9

Mentoring in a formal setting

Answer 9

Set a time limit on the relationship of not more than a year.
Schedule regular meetings.
Find a protégé who does not report directly to you.
Seek a mentor of your own who can guide you in mentoring others.

Question 10

Benefits of mentoring

Answer 10

Stretches employees and helps them broaden their skill sets
Helps to develop leadership for the organization
Passes on institutional memory
Fosters collaboration
Can ease the transition to new assignments
Can help facilitate organizational change