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Transcription
After conducting a coaching session with someone who was passed over for a promotion, it is important to tie their areas for improvement to learning projects. For example, if they need to improve their acceptance of feedback, assign them a weekly task to provide examples of seeking and receiving feedback. This helps them grow and positions them for future promotional opportunities. These learning projects create accountability and ownership, making the next coaching session more focused and productive. Now, once you have your person who's been passed over for their promotion, and you've asked them questions, you've facilitated the whiteboard coaching activity, now you have to tie it to continuity. So when you're coaching someone, and let's say one of the things that was up on the board in column two, you know, the areas where they need to improve or they want you to assist as a coach, is better acceptance of feedback, okay? Look at those areas where they admit that they have an opportunity to improve. Turn those into learning projects, such as Julie. Every week, I want you to come in with two examples where you sought feedback, you really stayed in the moment, professionally and thoughtfully, and, this is the big one, and how will that serve you in terms of positioning you for the next promotional opportunity? So what I just did is I tied the learning project to the motivator, in this case, getting another promotional opportunity. Every week, Julie, I want you to come in with two examples of where you sought feedback, where you received it openly and professionally and thoughtfully, and how you think that will serve you extremely well for the next promotional opportunity. Now when you do that, when you look at that middle part of the board, you could hear things like better acceptance of feedback, better handling of conflict, increased product knowledge, whatever it might be, craft those learning projects. Remember the learning project is done between coaching sessions. When you have a learning project, that starts the next conversation. So when Julie comes in, I'll say, what are the two things you did to seek feedback? And she says, you know, I went to my peer, I went to someone from another department, here's what I learned, and yes, I'm getting better at this. And what that does is it solidifies the change that's required, yet it also positions that person in this hypothetical case, Julie, to do what? To coach herself. The learning project ties your coaching conversations together. The coaching conversation is really your questions and your activity. The learning project creates accountability and ownership after the coaching session to position the next coaching session to, quite frankly, start off smoothly, focusing on an area that, again, will position this person, yet also remind them of what they need to do to position themselves for the next promotional opportunity.
