Dealing with Change Example (Scenario)

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来自 University of California, Davis 的课程

Coaching Conversations

90 个评分

University of California, Davis

Coaching Conversations

90 个评分

课程 4（共 4 门，Specialization Coaching Skills for Managers）

Throughout the Coaching Skills for Managers specialization, we’ve discussed many topics for improving coaching conversations with our employees. It is now time to put all of that theory and discussion into practice and examine great examples of common coaching conversations! Note: This course builds on all previous courses in the Coaching Skills for Managers specialization. It is highly recommended that students complete or be familiar with the topics covered in those courses before taking this course. In particular, you should be familiar with the coaching strategies and tools discussed in previous courses (such as the 5 whys technique, resisting what is, among others), and should have a full understanding of the Thought model and the various components of it: circumstances, thoughts, feelings, actions, and results. By the end of this course, you will be able to demonstrate appropriate and effective strategies when engaging in coaching conversations with those that you lead. By exploring and analyzing common coaching scenarios that are acted out in this course, you will have a great sense of what works well and not so well during such a conversation. Specifically, you'll be able to better differentiate between a developmental coaching approach and a directive management style, discuss new strategies and techniques for dealing with both mind set and skill set gaps, describe how to use the feedback loop effectively in a conversation, and demonstrate the use of good questioning techniques and the thought model to not only help an employee identify issues, but help the employee really change their thinking. The final assignment is all about actually having a coaching conversation with another person where you can apply everything you've learned in this course and throughout the Coaching Skills for Managers specialization. Again, it is highly recommended students complete the other courses in the specialization before taking this one. This peer review assignment, in particular, will be difficult to complete without knowledge of the topics covered in these courses. After going through the course materials and completing the assessments, you will be able to have more effective one-on one-coaching meetings with those you manage and deepen your understanding of the essential practice of coaching conversations.

从本节课中

Missing Deadlines and Dealing with Change

Welcome to Coaching for Managers Specialization Course 4: Coaching Conversations. In this first module we're going to focus on two common coaching conversations - an employee who consistently misses predetermined deadlines, and an employee dealing with a process change. By the end of this module, you should be able to differentiate between a developmental coaching approach and a directive management conversation, suggest strategies for both mindset and skill set coaching, and identify mindset and skill set gaps in employees. After a short introductory video, you will watch both an ineffective example, and effective, model example of how each type of conversation should be handled; we will wrap up each lesson with an in depth review and analysis of both the ineffective example and the effective example before you have the opportunity to check your understanding of the material.

Dealing with Change Introduction0:51

Dealing with Change Ineffective Example (Scenario)1:14

Dealing with Change Example (Scenario)7:08

Dealing with Change Review & Analysis8:00

与讲师见面

Kris Plachy
CEO and Founder & Instructor, Leadership Coach, LLC &
UC Davis Division of Continuing and Professional Education

[MUSIC]

Ethan, how you doing?

>> Good. >> Good.

I'm glad we're meeting today.

I know that you've had some frustrations the last few weeks with the new

property manager.

And so, I just wanted to talk to you about what's on going and

see if we might be able to come up with a plan to help you a little bit.

>> Great, thank you.

>> So, what's the issue, what's going on?

>> So, as a matter of fact,

I have an appointment with her to meet with her at 11.

>> Okay. >> Today.

There's been some issues with our janitorial staff.

>> Mm-hm.

>> For example, yesterday, we have morning classes and evening classes here.

So there was a 30-minute turnaround, and it ended at 4.

The day the porter leaves at 4.

So, I had suggested her staying half an hour to help us out,

clean the room, dump the trash, get her ready for the evening class.

And doing that,

I was told that I had to go through their office first.

>> Okay. >> And then, they had to contact them.

>> Okay. >> But as you know, at four o'clock.

>> You're just getting it done.

>> Yeah, exactly.

>> Is that a different process than before?

>> It is.

>> Okay.

>> They came on board about two years now.

The old property management, they were pretty lenient.

We were able to contact the vendor themselves to get things done.

But now, I think it's more of a control issue.

>> Well, the truth is we don't know why they're doing what they're doing, right?

But it's changing how you need to interact with them is what we're finding

out, right?

So what I heard you say is the property manager wants you to contact

them directly and not contact the janitor correctly.

Is that correct?

>> Yeah, yeah.

>> Okay, and why is that a problem for you to do that?

>> I guess it's a change in our process.

I mean, it's not just janitorial, it's security.

It's everything that we need to function here.

It's a time delay.

If something happens that needs to be done right away,

why can't I just contact them if they're on the site?

>> Right, yeah, I think I get it.

Pragmatically, I totally get it, right?

But I do think we have this new organization in place, and

we probably want to think about one of the things I always try and

figure out when change happens is, first of all, why am I kind of resisting it?

It's just most of us don't like changing, in general.

>> Yeah. >> Great, we're human.

But second of all, where are the balances, right?

And so, if you're meeting with her at 11 today, maybe there are some

things we could think about that you could agree to with her, right?

For example, if we know that we have classes scheduled and

we know that we have a fast turnaround, maybe in advance,

you sort of say, hey, next week, we have this going on.

Can we work with the janitorial staff to bridge that gap?

And then, maybe there's something you could ask of her.

So for those unexpected dilemmas or

concerns related to security, maybe you could make a request with her that

you have a little more latitude in how you can work with the on-sight staff.

>> I don't know.

>> What do you think about that?

>> Yeah, I was actually thinking about maybe extending their hours.

>> Okay, good.

>> Until six.

>> Okay. >> That will cover the turnaround time.

>> Yeah. So here's what's really interesting

to notice, right, so your kind of initial thought might be that you're

a little frustrated, and I don't like change, and maybe, I sort of got the sense

that you're thinking they're kind of trying to make it difficult.

[LAUGH] >> Yeah.

>> Right?

Why are they making this so hard?

>> Yeah.

>> So what else can you think about this as it relates to the change, and

as it relates to the property manager,

that might help you feel a little better about it?

>> I think if they were more responsive instead of getting back the next day.

>> Right.

So.

>> But we can't control if they weren't responsive.

>> Yeah. >> Yeah, so let's not wait for

that to feel better.

[LAUGH] How do you want to feel?

Like you know that you have work with them.

>> Mm-hm.

>> That's an agreed, right, like they exist.

We can't hide from them.

So, how do you want to feel when you're working with them or

communicating with them?

>> That our issues are heard, and there's a solution.

>> Mm-hm. Do you believe there's always

a solution or not?

>> I think there's a happy medium.

>> Yeah.

>> Between two parties.

>> Yeah. So

when you think there's always a happy medium, we can get there,

how do you feel if you think that?

>> A little better.

I think there's got to be a give and take, right?

>> Okay.

So what does a little better feel like?

Does that feel confident?

Does that feel relaxed?

Does that feel?

>> Secured and knowing that things will get done.

>> Okay, so that's a really cool thought.

And here's what I think is great about you, Tom, I mean,

we've known each other for a couple of years.

You always get it done, right?

I think that working with a new organization, they have newer systems,

new processes that they want you to follow which can feel like interruptive, but

it may be what it's doing for us, as an organization,

is calling upon us to be a little more proactive in how we plan.

Do you think that's true?

>> That's true.

>> Yeah, so is that something you feel like you could do?

Just be a little bit proactive, at least with the things you know about.

>> I feel like I can do that.

>> Totally.

And then if you do that and there are still problems,

I think I would want to talk to you about that to see what we would like to do.

>> Okay.

>> But like I said, when we're dealing with change, it's like what can I do to

help me and help the relationship and help things move forward?

And then, if I'm willing to do that, what can I ask of them, right?

But if all I'm ever doing is asking them to bend the rules for me,

that's when you're going to start getting their resistance, right?

So hey, when we have classes coming up,

I'm going to let you know a week in advance, blah, blah, blah.

>> Okay.

>> But if there's an emergency on site and I have to deal with it,

how can we make that happen, right?

>> Yes. >> Can we think about asking her those two

questions?

>> Yes, I think those are good points.

>> Okay, so say it back to me.

Tell me what you're going to do at 11?

>> So, how are we going to deal with these emergencies,

say like yesterday that happened at four?

And how can we go about building a better relationship where both of us are happy?

>> Yeah, so you ask how can I expect support from you in an emergency.

And then maybe, what can I do to be more proactive so

that you can get your staff organized for upcoming events that I know are happening.

>> So like how far in advance do I need to.

>> Brilliant.

>> Okay. >> Brilliant, and

then let's go from there.

Let's see what she says, and then we can make a plan from there.

>> Great. >> Sound good?

>> Yes.

>> Okay. >> All right.

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