Coaching Employees: Approaches to Resolution

Name: Coaching Employees: Approaches to Resolution
Author: David Walker

Resolving conflict through analysis, preparation, and action

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Course: On-Demand

(gentle music) How do you approach a major issue in order to resolve it to everyone's satisfaction? Here, we'll discuss approaches to resolving a difficult situation, review ways that improvements can be made, go over what you can achieve as a coach, and show you how to prepare for emotional reactions that may take place during a coaching session. As a supervisor or coach analyzing a difficult situation, it's a good idea to examine yourself to try and understand if the problem you're facing is a product of your own worldview, an organizational problem, or both. Gaining perspective through self-examination is important to the coach, as you could have certain worldviews that may or may not be a part of the organization or even be related to the issue at hand. Let's take a look at Cathy. Her manager Miguel complained that Cathy isn't working well with her colleagues. Let's say that you're the coach in this situation. To examine yourself, ask yourself what positive interactions with colleagues look like. You could define this along the lines of extroversion and introversion. For Cathy, an extroverted teammate or manager might want to see her being outspoken with her colleagues. But if she's an introvert, she would prefer to do her job and self-reflect without having much conversation. The question is, does Cathy's job require a lot of conversation with others? If so, what type of conversations should take place to help her continue doing her job effectively? It's a best practice for this area to be as well-defined as possible. If you want to see certain behaviors in the workplace, you should take time to define these desired behaviors and communicate them openly and often with the organization. These desires should reflect the organization, as well, to help define its culture. For example, if the organization's culture requires more of an extroverted personality, then supervisors are recommended to define what this means and focus on hiring employees who are more extroverted. Try to be objective in your analysis of the situation and to understand where the behavior is being addressed in a difficult situation fall in relation to the organization's culture. Did the organization's culture statement define the desired behaviors, and were these behaviors well communicated throughout the organization? Make sure that you are able to answer this question.

Intermediate Provider : David Walker 4 Lessons · 13m in Arabic, German, English, Spanish, French, Portuguese, Chinese

Course Description

This course discusses the analysis and preparation necessary to approach and resolve difficult workplace situations effectively. These lessons examine different ways that improvement can be achieved, make targeted recommendations for coaching, and outline how managers should prepare for potential emotional reactions from employees who are the focus of conflict intervention and coaching resolutions. The course also explores ways managers can gain greater perspective on a given situation or employee issue through self-examination, and develop strategies for situational or individual improvement. Managers will also learn to identify what they want to achieve in each scenario through the resolution process.

What You'll Learn

Analyze the reasons behind situational or individual workplace conflict
Develop and apply targeted paths to improvement for employees
Determine clear goals for intervention and coaching processes
Gain greater perspective on a situation or employee issue through self-examination
Prepare for potential emotional reactions from employees during conflict intervention
Identify what you want to achieve in each scenario through the resolution process

Key Takeaways

Resolving difficult workplace situations effectively requires careful analysis and preparation before approaching the employee.
Improvement can be achieved in different ways, and coaching recommendations should be targeted to the situation.
Managers can gain greater perspective on an employee issue through self-examination.
Managers should be ready for potential emotional reactions from employees who are the focus of conflict intervention and coaching.
Defining what you want to achieve in each scenario guides the resolution process.

Frequently Asked Questions

Who is this course for?

This course is designed for managers who need to approach and resolve difficult workplace situations through conflict intervention and coaching.

What does this course cover?

It covers the analysis and preparation needed to resolve difficult workplace situations, different ways improvement can be achieved, targeted coaching recommendations, how to prepare for employees' emotional reactions, gaining perspective through self-examination, and determining goals for intervention and coaching.

What will I be able to do after taking this course?

You will be able to analyze reasons for situational or individual conflict, develop and apply paths to improvement, and determine goals for intervention and coaching processes.

What lessons are included?

The course includes four lessons: Gain Perspective through Self-Examination, Analyze Ways Improvement is Possible, Know What You Want to Achieve, and Be Ready for Emotional Reactions.

Professional Certifications and Continuing Education Units (CEUs)

Society for Human Resource Management (SHRM®)

Professional Development Credits (PDCs): 0.25

Certification Program Categories:

Leadership & NavigationBusiness AcumenConsultationGlobal MindsetEthical PracticeRelationship ManagementAnalytical AptitudeCommunicationDiversity, Equity & Inclusion

KnowledgeCity is approved by SHRM as a Recertification General Provider to offer SHRM-CP or SHRM-SCP professional development credits (PDCs). By taking the courses approved by SHRM, KnowledgeCity can award SHRM Professional Development Credits (PDCs) for HR knowledge and competency programs related to the SHRM Body of Applied Skills and Knowledge™ (the SHRM BASK™).