People are learning and doing “new things” in this phase of change – like new team skills, new technical skills, and the practice of new behaviors. Some people will need help strategizing how to approach a new situation. Some will need reinforcement or corrective feedback. Yet others will simply need encouragement. In short, what people will need at this stage to become effective is a coach.
In Sustaining Change, your primary role in managing people through change becomes that of coach. Your principal coaching responsibilities are as follows:
- Listen – If you are to help people learn and do new things, careful listening is the best diagnostic tool you have available. Listen to where they express they’re having success, where they’re not, and where they’re unsure of themselves. That will help you determine how best to help them.
- Observe – Your second best diagnostic tool is observation. Watch interactions; sit in on team meetings; develop your own observation categories about key skill and behavioral outcomes you’re looking for.
- Tailor your approach to individual needs – coaching is a crucial place to recognize and respect individual differences.
- Elicit solutions and strategies from people – don’t tell them what to do.
- Provide support and encouragement to augment the skills, resources, and creativity that an individual already has.