Suppose you are supervising an employee who has a performance gap in using a technology that you do not know how to use. How would be the best way to approach helping that employee fill the performance gap?

The manager does not need to be proficient or expert in the skill or technology being trained. The manager’s responsibility is to create an environment in which this employee could improve. You can effectively set up all the elements of the Skillset Coaching Model for skills transfer. First, tell; then show, then do, and finally, review by finding someone else to go through the process, then follow-up to see the results.

Other Questions Of This Category

Why do many managers fall short of effectively coaching? (Select all that apply.)

Suppose an employee you are managing has been consistently coming back late after lunch. He has previously been a high performer. How would it be best to approach this situation?

Suppose you have an employee who has previously been a high performer but is struggling to meet standards using new technology that has been adopted three months ago. Most of the other employees have…

Suppose you are sitting down with a fellow manager to coach him on a performance gap. What two things do you want to balance at the start of the conversation to create an environment in which he will…

Suppose you have a previously high performing employee, who has recently started taking office supplies home for personal use. The behavior has been repeated and the volume being removed so large that…

Sometimes a manager thinks they have done a good job when they have addressed the issue and told the employee what they want them to do differently. However, an effective coaching conversation goes…

As a coach, what are the most important things to remember when conducting a coaching conversation?

Suppose an employee comes to you to complain that coworkers are not helping him when he asks for direction on complicated tasks. He wants you, as their supervisor, to make them be available to answer…

You sit down with an employee for your monthly one-on-one. You ask how things are going with her, and she immediately launches into a diatribe about how another employee is making her life difficult…

When you are coaching an employee who has formerly been a high performer, currently experiencing a skill gap, how could you invite her to be involved in a solution? (Select all that apply.)

In the good example of coaching someone dealing with difficult colleagues, what did the manager do right? (Select the all that apply.)

Suppose an employee comes to you to discuss being troubled by something said by a coworker who is also under your supervision. Here’s the scenario: The employee, Elaine, reports that a colleague said,…

You have an employee who you can see is struggling with the quality of his reports. What is the first thing that you should do?

Why is it important to establish trust into a manager-employee relationship?

During a coaching conversation, if someone says to you, "When I think of all I have to do, I feel hopeless," how would you respond?