We provide the right “package” containing any number of the following attributes as part of being a coach in addition to experience and knowledge of the metrics we seek:

  • Good communication skills—Supervisors need to be able to present complex ideas in simple terms and convince others why tasks should to be done a certain way. They also need to be able to communicate upward to higher management about issues and concerns on the floor—and, importantly, good Supervisors have good listening skills which they use with both upper management and their work teams.
  • Resourcefulness—A good Supervisor needs to be able to “make things happen” when confronted by obstacles. Some people refer to this as having “problem-solving skills,” but it’s also about being innovative and thinking “outside the box”—being creative and seeing solutions others just don’t see. When those they lead see this resourcefulness, they in turn will be just as creative.
  • Flexibility—The needs of the business will change throughout the year, throughout the week, maybe even throughout the day. As these needs change, a good coach will communicate with their work team/cell members and accommodate these requirements for flexibility and adapt readily to “change.”
  • Respect—Being respectful is more than just being courteous and polite. Good Supervisors treat people as individuals, acknowledging their individual needs and aspirations.
  • Enthusiasm—People who are enthusiastic can generally motivate and energize others to behave the same way and reach their full potential.
  • Ability to delegate and influence—Being able to effectively delegate tasks and influence others to perform the work in an appropriate way can be difficult to master, but there should be early signs that the trait exists and can be developed through mentoring and experience.
  • Being open to new ideas—This is related to flexibility, but it’s also about being open to looking at things from different perspectives and trying new approaches. A Supervisor with this trait is particularly valuable in a multigenerational or multicultural workplace. A good coach will listen to their team and elicit ideas from them, getting them to contribute to the continuous improvement of the operation.

A coach will be used by the learner to understand how to apply the skill better, or where to apply it, or there might be obstacles to using the skill. The coach over several sessions will achieve this by exploring ideas, options and opportunities that the learner identifies

We create formal frameworks to structure coaching programmes and sessions. We develop internal coaches to support learners in the organisation.

  Emphasis / Focus Relationship Approaches Outcomes
Coaching Programme

Develops existing skills

Develop confidence

Longer term focus and input

Considers ‘how’ to achieve something

Developing person not skill

Longer term, more transformational

4-6 sessions for 1-2 hours

Ownership of actions is with learner

Learner as expert

Learner with expert knowledge

Questions and exploration by coach

Experience, scenario, options and metaphor based

Increased application of skills

Increased awareness of behaviours and impact

Increased options of approaches

Plan of approach often present

Increased confidence