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By William Xu

如何把握Coaching的时机

September 2019

上一篇我们讲了什么是 Coaching,Coaching 为何对企业如此重要。这一篇,我们来聊聊如何把握 Coaching 的时机。

在学过 Coaching 之后,相信很多管理者都是满腔热情,恨不能回去马上利用这个技术来充分发掘团队的潜力,以达成更好的绩效。然而,一周后,90%的情形会是这样的。经理们会发现,“我怎么感觉用不起来?员工来找我,希望得到一个答案,而我不给答案,而 是向他们提问,一方面他们答不上来,另一方面,这使他们混乱,搞不清我究竟要他们做什么...”其实,经理没有把握好 Coaching 的时机。


不适合 Coaching 的情形

先从人的角度来说

1. 对于新入职的人员

刚刚加入公司的人员,对产品,制度,文化,流程都还不了解,他们需要获得确定的信息,知识,以及师傅的带教,以尽快可以开展工作。对于这些人,启发式的提问可能不是最佳的选择。

2. 对于没有学习意愿的人员

“你无法唤醒装睡的人”。不是所有的员工,都想要学习,想要进步。而 Coaching 很大程度上是人才培养发展的一个工具。对于不想学习和进步的人,Coaching 再强大,可能没有用武之地。

从任务的角度来说

1. 对于违背商业伦理道德的事件

现在的企业越来越注重“诚信”,商业伦理道德是“基业长青”的前提。对于这方面产生违规的人员,已经触及“红线”,不适合使用 Coaching 来对其辅导。

2. 对于处于危机时刻的情形

如果情形非常紧迫,例如,火灾,剧毒或是重大人身伤害事故等,此时,必须采取立即行动,来挽救生命,降低损失。此时也不太适合使用 Coaching 的方式。

适合 Coaching 的情形

1. 当出现冲突时

工作中,经常会出现由于不同人员或是部门之间,由于目标不同,利益不同,观点不同,或是沟通障碍,从而发生对立甚至是冲突。此时就是非常好的 Coaching 机会点。

2. 当员工绩效不如预期时

员工出现绩效不佳时,通常是因为看不清自己,或看不清问题。这时教练可以充当“镜子”,帮助员工反思,从而找到潜在解决方案。

3. 当员工遭遇发展瓶颈时

在某些时间点,一些员工会遭遇职业发展“天花板”,进而产生苦恼、焦虑的情绪,此时或是不能很好疏导,容易导致绩效的降低甚至人才流失。如果经理能够给予很好的开导,可以帮助员工重新充满斗志,积极正向。

4. 当员工处于重大抉择时

员工在做人生的重大抉择时,例如,究竟是走管理类职业路径,还是专家类职业路径,或是,该不该跳槽,该不该接受去另一个城市(国家)工作等等。职业生涯教练可以很好地在此时发挥作用。

5. 当员工犯错时

无论是错误大小,都是很好的教练时机。比如,员工错失了一次商业机会,或是迟到出席重要场合,未及时响应客户投诉等等。

6. 当员工接手一个复杂任务,且没有这方面经验时

这种接受新挑战的情况也很常见,例如,组织结构调整,数字化,业务转型,快速应对并消除负面新闻,等等,承担这些挑战任务的人员可能过去从未有此类经验。此时,可引入有这面经验的教练,以实现“护航”的效果。

好这次就聊到这里,下一期我们聊聊 Coaching 中的 观察和反馈。希望大家持续关注