Dr. Doug Seifert of Syandus explains how technology can help us capture the mental models of the best coaches in the organization -- those who really know the performance gaps and the tough situations -- and deliver it across the organization. Learners can practice in a virtual, immersive environment that allows them to make decisions and get mentoring feedback.
With the importance of establishing a coaching culture, how do you get buy-in from leadership?
People need to learn what the winning culture actions are -- not only new hires, but also managers.
Carlos Miranda, Field Learning Consultant at ADP, discusses these interactions and how technology has helped them develop consistency.
Tim Hagen of Progress Coaching continues by suggesting that there is a need to provide coaching plans, coaching maps, and conversation pieces because "silence can be very loud in people's minds."
Dr. Doug Seifert of Syandus adds that leadership is key. The more investment that everyone sees in trying to provide coaching and practice, the more employees believe that the buy-in is there from management.
Dr. Doug Seifert of Syandus explains that it's all about skill acquisition. One of the cognitive science principles that works really well is experiential learning -- learning by doing -- which makes obvious sense.
Expert models can be captured with a cognitive apprenticeship, which then allows the learner to experience situations where they’re coached to recognize those expert models.
Carlos Miranda, Field Learning Consultant at ADP, agrees that science plays a large part in coaching.
Tim Hagen of Progress Coaching raises the idea of having coach-to-coach services after the training is complete -- live chat, practice, feedback loops, and the like. "The more we can help people, situationally their confidence and association with coaching will grow," he points out.
Carlos Miranda, Field Learning Consultant at ADP, adds that because every organization is different, tools need to be tailored but consistency is still key.
Tim Hagen of Progress Coaching admits that it varies widely: one of his managers spends 80% of his time coaching, while another spends 40%. There is no magic number, but managers should focus on driving a particular area of development.
Dr. Doug Seifert of Syandus points out that managers should also consider the time that a team member spends practicing.
Carlos Miranda, Field Learning Consultant at ADP, adds that the time fluctuates when there are a lot of new hires, due to orientation and onboarding.