Discover published sets by community

The GROW Model is a structured framework used to guide coaching conversations. It stands for Goals, Reality, Options, and Will. Coaches can use it to help employees set and achieve specific goals by understanding their current situation, exploring options, and committing to action.

360-Degree Feedback involves gathering performance insights from an employee's work circle, including peers, managers, and direct reports. It's used in employee development to provide a comprehensive perspective on an individual's work performance and areas for improvement.

Role-playing is a technique where employees act out scenarios to improve their communication, problem-solving, and interpersonal skills. It's applied in coaching to provide a safe environment for employees to practice and receive feedback.

Socratic Questioning is a form of disciplined inquiry that encourages deep thinking and insights. Mentors use this technique to challenge assumptions and foster critical thinking in employees, aiding their problem-solving and decision-making abilities.

Active Listening involves fully concentrating, understanding, responding, and remembering what is being said. Coaches use this to make employees feel heard and valued, and to better understand their perspectives and needs.

The Goal Setting Theory posits that setting specific and challenging goals can lead to higher performance. Coaches apply this by helping employees set SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals to drive their development.

Motivational Interviewing is a technique used to address ambivalence and foster intrinsic motivation. Coaches use this to help employees overcome resistance to change and take ownership of their professional development.

Strengths-Based Coaching focuses on identifying and amplifying an employee's strengths rather than remedying weaknesses. It's applied to boost self-efficacy and encourage employees to leverage their unique abilities for career growth.

Peer Coaching is a technique where employees of similar status guide each other in reciprocal learning relationships. It's used to encourage mutual development and foster a collaborative learning culture within an organization.

Shadowing involves employees observing a more experienced colleague to learn specific skills or understand job roles. It's applied in mentoring to provide practical learning experiences and firsthand insights into daily work challenges.

The Feedback Sandwich is a method of delivering feedback that starts and ends with positive comments, with constructive criticism in the middle. It's used to reduce defensiveness and increase receptiveness to feedback during coaching.

Reverse Mentoring flips the traditional mentoring relationship, with juniors mentoring seniors often about new technologies or trends. It's used to encourage knowledge sharing and to stay current with innovative practices.

Positive Inquiry is a technique that focuses on what is working well rather than fixing what's wrong. Coaches use this to build on an employee's success and positive experiences to enhance motivation and engagement.

Experiential Learning is learning through reflection on doing, often through hands-on experience. It's applied in employee development to solidify knowledge through practice and to relate learning directly to work activities.

Behavior Modeling is when employees learn by observing and replicating behaviors demonstrated by coaches or peers. It's applied in training to show proper ways to handle situations, effectively transferring skills.

The Critical Incident Method involves analyzing significant events (either positive or negative) that occurred and discussing the behavior that led to the outcome. It's used for learning from experiences and for personal and professional development planning.

Coaching Circles are a group coaching approach where employees discuss challenges and learn from each other's experiences. They are used to create a supportive learning environment and to facilitate collaborative problem-solving.

Solution-Focused Coaching emphasizes creating solutions rather than analyzing problems. It's used to promote positive change by focusing employees on their desired future and the steps needed to achieve it.

Mindfulness Coaching incorporates mindfulness practices to enhance focus, clarity, and emotional regulation in employees. It's applied to help manage stress, improve concentration, and promote overall well-being in the workplace.

Transformative Coaching focuses on changing underlying beliefs and thought patterns that limit an employee's potential. It's used to bring about significant shifts in perspective, leading to profound changes in behavior and performance.

Outcome-Based Coaching starts with defining clear outcomes and working backward to plan and execute the necessary steps. It's applied to align coaching activities directly with the desired results in employee performance.

Multi-Source Feedback is collecting and providing feedback from multiple sources similar to 360-Degree Feedback but perhaps not as comprehensive. It's used to give a more complete picture of an employee's performance and development needs.

Action Learning involves solving real-time problems while focusing on learning and developing group and individual skills. It's applied by assigning employees to projects that challenge them to learn by doing and reflect on their actions.

Career Mapping is a technique where mentors help employees chart a course for their career progression within the organization. It's used to align individual aspirations with business needs, fostering both employee growth and retention.