How can you identify the strengths and weaknesses of your team members for effective coaching strategies?

When we pigeonhole team members into categories based on performance and potential, we must be wary of the self-fulfilling prophecies that can ensue. A dynamic approach, one that acknowledges the fluidity of performance and potential, can be more effective. For instance, what if a "low performer" is simply a high potential individual in the wrong role? Flexibility in our assessment methods, combined with a commitment to ongoing development conversations, is key to unlocking the true growth of our teams. How often do we reassess our evaluations, and how open are we to seeing change in our team members?

One of my ‘go to’ processes is a 1 on 1 with all managers who report to me. These r 15-20 min 90% listening sessions, a Personal Conference between 2-3 times a month During these sessions I can easily assess skill gaps and attitude tweaks that might be required, if any!

Integrating mindfulness into behavior observation is pivotal. It transcends mere observation; it involves observing in action. Taking a moment to pause, contemplate, and reflect on observed behavior before promptly expressing your response to team members is key. This pause cultivates a more deliberate and intentional response, fostering a space for understanding and advocating a mindful approach to communication.

My preferred tool is the DiSC assessment, which I use with both my coaching clients and my team. I have found it to be an invaluable resource. People tend to be more receptive to the insights and recommendations provided by a tool than they are to subjective opinions or observations from others. When individuals read their DiSC assessment results, which delve into their behavioral tendencies, motivations, fears, and communication styles, they often approach the information with an open and curious mindset, rather than feeling judged when hearing similar feedback from a person. DiSC is most impactful when results are shared within a team. It opens space for dialog and a better understanding of one another's behaviors without judgment.

Aktives Zuhören ist ein starkes Tool, das oft unterschätzt wird. Zuhören, um zu verstehen, anstelle von zuhören, um eine Antwort im Kopf zu formulieren. Wer es schafft, dem Gegenüber aufmerksam zuzuhören, wird wesentlich mehr an Informationen und Dialog erreichen als jemand, der nur daran interessiert ist, seine eigenen Nachrichten zu senden. Wie ich dabei, die Stille, die zwischendurch entstehen, kann einfach auszuhalten

We start with a skills audit and what is their background in learning and experience. From then on we look at what the areas that the person consistently outperforms or underperforms. That then becomes the basis that informs the intervention for that person

Position feedback with love, kindness, compassion as a tool for growth rather than evaluation. Emphasize the potential for development and improvement rather than focusing solely on areas that need correction. This positive framing enhances the impact of your feedback.

For the best results, feedback has to be a two way street. When we, as leaders, are comfortable asking for and accepting feedback the level of trust our teams have in us increases exponentially. Their accomplishments do as well.

Empowerment goes hand in hand with mindful decision-making. Encourage team members to make decisions consciously, considering the broader impact. This not only empowers them but also contributes to a mindful and intentional workplace culture.

Another great way to do this is to delegate the end result (rather than the task) and give them space to come up with the way to get there. Asking for their input on processes and during design sessions is another way to empower people and bring out their best. People want to feel heard and respected. Even if we choose a different path, having a voice in the process is motivating.

I always start the leadership development process with an assessment, so that we can see clearly what the leader's strengths are and build on them. Instead of "one size fits all", we can identify the best solutions for leaders individually. Take a leader who is keen to make a big impact on others, but who does not have any particular "Influencer" qualities. Should he be scared? I don't think so! I asked him, "When are you at your best as an Influencer?" and his answer was, "When I'm teaching people something." This is a great example of how he could really make an impact authentically when he used his strength as a "Developer".

Sometimes people are really good at something they don't like doing. So making sure we are on the same page with where they want to go and what they want to do is critical. And sometimes they don't even know that, because they don't see their options. Our questions will help them uncover that. Continuing to check in and make sure we have a shared vision also improves results.

Using standard tools such as the Enneagram, DISC profile, and especially a well structured 360 feedback from various stakeholders of the employees will greatly help. It will also validate or challenge my perceptions about my employees, and address my blind spots on them. This will also help the employee to be more self-aware, and aware of their impacts on others. This way, the employee could choose on what all he/she wants to work on, and then my efforts on coaching the employee will be very focused. It will also yield the best possible results.

Something critical to take account of, is the person's differences. Are they working in their second language? Are they introvert or a reflector? Are they from a different culture or country to you? What is their preferred communication style? Do they have a different outlook because of physical, neuro-divergent, social, health or mental health characteristics? You can't treat someone who is very different to you, just like you. 1st, get to know what YOU need to do to enable them. 2nd, don't expect them to perform the same as everyone else. Everyone's performance is different and there are many right ways of doing things. 3rd, adapt your style to enable them. That's your job. You are the enabler. Don't be the barrier to their performance.