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Learn how to build a game plan and commit people to their goal.
Whenever
there are vacancies for promotion, the Management always keep a lookout for
Mary’s staff as they are often the best candidates.
Mary earns a reputation as a people
builder because her staff are not only well-trained but are also committed to
their work. What makes Mary (and her staff) stand out?
In Lesson 13, you are now at the “Say”
stage of the three-stage Coaching Model after having been at the “See” stage in
the previous lessons.
In this lesson, you will learn how to
use the action learning tool to build a game plan and commit people to their
goal.
What is action learning?
One key reason why Mary is successful
in developing her team is because she has a detailed plan with clear steps on
what they will do and how they can get there.
She believes that when there are clear
plans, her staff will be able to move about and do things with confidence.
In doing so, they begin to learn, and
as time progresses, they will have their own ideas (and even better ones) to
perform different and bigger tasks with success as well. This makes her staff
obvious candidates when there are opportunities for advancement.
How is action learning carried
out?
The first thing that Mary does with
her team is to define the goal clearly using the S.M.A.R.T criteria.
“S” is making the goal as specific as
possible. It is not enough, for instance, to say you want to “improve communication
skills”.
By forcing specificity into it, it may
be to “improve my calmness when I communicate with people”.
“M” is on the measurements used to
denote the goal being achieved. Some of them may be word fluency, conversation
duration and comfort with people.
“A” is to gauge how achievable is the
goal. One question that is often asked is, “Where are you now and when do you
want this achieved”?
“R” is for relevance or the important of
the goal. The rationale is if it is not important enough, the person will not
strive hard enough for it.
A commonly asked question is, “How
important is the goal and who else will benefit from this?”
“T” is for timeline and the question
“When do you want it?” is often asked.
How are commitment and
accountability built into it?
Ask directly for commitment with a
question such as, “How committed are you or what will you do to show your
commitment?” this is an effective way to know the extent of their commitment.
Another good way to set the stage for
their commitment to begin is to ask, “ What is your first step or what will you
be accountable to doing?”
How can the change be
sustained?
As making changes or commitment to
doing something is often a “lonely and even painful” journey, helping the
person to get support and resources can ease part of the burden.
In the best interest of those people
making the change, helping them locate support or resources will help them
sustain the change.
For example, helping a first-time
jogger with an iPod while jogging or getting friends to jog with him can help
to sustain the momentum of change.
A good question to ask is, “What can
you find that can help you enjoy the experience more, or where can you find
something/someone to help you?”
What have you learn from
this lesson?
1.
When
someone tells you that he aims to be a successful manager, how can you help him
using the SMART criteria?
2.
What
can happen if his goal is not clearly defined?
3.
What
are possible resources to help someone who wants to be a more responsible
father?
4.
What
are the types of support to help him with the change?
5.
What
questions can you ask to gauge his commitment to the goal?
