Module 10: Reaching the End

Module Ten: Reaching the End

Identifying the end of the coaching process for a particular goal is a vital step that helps both you and your employee acknowledge you have both reached the end. Failing to acknowledge the achievement of a goal could result in disappointment for your employee. Many times, they are anticipating the end and perhaps expect some form of celebration or kudos. No matter how you do it, as a coach, you must know when your employee has reached their goal and acknowledge it.

In this module, you will learn to recognize success, transition your employee from this coaching goal to another and wrapping it up. Let us begin by discussing how to know when you have achieved success.

How to Know When You’ve Achieved Success

Determining if success is achieved is a crucial element to the coaching process. If you fail to recognize success, you could hurt your coaching program. Your employee worked hard to reach their goals and it is your job to recognize when it has been achieved.

Taking inventory of your employee’s accomplishments helps you to determine how well your employee has achieved success. This inventory could also help you determine if your employee is ready to move into the next level of their development.

Here are some areas to review when taking inventory:

  • Review the goals and compare them to how well your employee achieved them
  • Review where your employee is at the beginning of the coaching process and how far they have progressed
  • List the behaviors you employee demonstrated during the coaching progress
  • List your employee’s strengths
  • List your employee’s weaknesses
  • List your expectations and compare them to how well your employee meets or exceeds your expectations
  • If applicable, determine if your employee is ready of the next level of their development

If you noticed, there are two levels of success. The first level deals with the immediate goal. During the course of developing your employee, you probably set various goals. You may use this inventory to determine if they are successful in one goal and then move on to the next goal.

On the other hand, you may use this to help you determine if your employee has achieved overall success and is ready to move on to more development in other areas like management.

Transitioning the Coaches

Transitioning is moving your employee to the next level of development. You may also transition your employee to the next developmental goal. In any case, it is a good practice to make a clear transition. Making it clear tells the employee they achieve success and are ready to take on new challenges.

Failure to transition may frustrate the employee over time. Transitioning closes a door and opens the next. Below are the steps to making a good transition:

  • Make a statement of success. This is a purposeful announcement you make to your employee as a way to mark the transition. Here is a sample:
    “John, you have accomplished a great deal over the last year. Today marks the beginning of a new phase of development for you.”
  • Overview of accomplishments given: here you review what your employee has accomplished and how well they did and that you are proud of them
  • Verify your employee agrees. You want to ensure that you and your employee are on the same page. They may not quickly understand that you are about to move them into another level of development. Use open-ended questions to help you determine if your employee is in fact ready to transition. If they are not ready, then set goals to help them address those concerns and coach them through it, using SMART goals and the GROW coaching process.
  • Engage the employee with the next level of development. You should have a plan in place that outlines the transition. Share this plan with your employee and have them engage it as soon as possible. Perhaps you may have to hand them off to another manager for development, then walk the employee over to that manager and introduce them.

If your purpose is to transition your employee to the next development goal, then follow the steps like before this time engage your employee to the new goal instead. Always make sure your employee is ready for the next level of development.

Wrapping it All Up

Wrapping it all up is just a matter of organizing your employee’s coaching file and transitioning the file to the next manager for reference. Even if you do not plan to transition your employee over to a new manager, wrap up the coaching file and keep it accessible for future use.

Here are some things you want to do so you can wrap this coaching file up:

  • Have all your coaching documents related to your employee placed in a file folder. If it is electronic, do the same.
  • Use the wrap up worksheet and place that as the first page of the coaching file. The Wrapping it up worksheet outlines the following:
    • Employee’s profile (i.e. name, years at organization, job title, etc.)
    • List of achievements
    • List of positive behaviors
    • List of areas for further development
    • List of goals your employee would like to achieve
    • Your overall assessment
    • Your recommendation
    • Brief outline of the next events

Your employee’s coaching sessions are now transitioning into something else. Let us look at what mentoring is and how to leverage that is a form of development for your employee.

Case Study

Rob coached John on his sales performance. Rob determined that John had completed his goal in the six month period they had agreed upon and was ready to start transitioning towards a new goal. Rob congratulated John on his vast improvement since the start of the coaching, and made sure John was ready for the transition. Rob was satisfied and made a positive recommendation when he turned in his overall report on John’s progress. John had exceeded expectations and was ready for the next stage of development. Rob had improved as well in his experience and confidence in his own coaching abilities.