CHANGE MANAGEMENT COACHING PLAN & GUIDE
for Coaching Managers, Leaders, and Supervisors Through Business Changes
Management Coaching Plan With Samples & Templates for 2020
This simple-to-use coaching guide provides you with a step-by-step overview of everything you need to know to effectively coach company leaders, company managers, employees, supervisors and change champions to empower them through any type of change.
Included below are best coaching practices, as well as links to a leadership coaching management tool and templates that you can use to coach your target audience.
Top Google Managers (Top Trait is Being a Great Coach)
Google wanted to know what made a Manager great at Google, and so the company conducted a research study.
Below are the results:
- Is a good coach
- Listens, shares information, and is a great communicator
- Empowers team and is not a micro manager
- Is productive and oriented around results
- Creates an inclusive team environment
The recent research conducted by Google revealed that one of the most important behaviors of top performing Google managers were that they were effective coaches.
By going through annual employee surveys and performance reviews, the Google team that conducted the research found that being a great coach was a common behavior across high-performing Google managers.
Who is This Coaching Guide Designed For?
This best management coaching guide is designed to be used by Change Management Practitioners, Human Resources Managers, Business Leaders, Program Leads, HR Leaders, Project Managers, Career Coaches, Executive Coaches, Performance Coaches, Skills Coaches, and Employee Relations Managers.
This guide is not designed for those who are interested in coaching sports. If you are interested in a guide for coaching sports, then click here to be taken back to Google search for Best Sports Coaching Plans & Guides.
What Should Really be Your Role in the Coaching Process?
During a time of business, organizational, staffing, or employee change, your role in the coaching process is to coach the leaders and managers of the impacted organizations. They should be the ones responsible for coaching their direct reports through a change.
However, in some cases, these same managers and leaders will look to you or ask you to directly coach their frontline employees and mid-level managers through a change – they might say they are too busy or that coaching their employees is not a big priority for them.
Acceptable, But Not Ideal
Asking you to directly coach frontline employees and staff is an acceptable practice, but it is not ideal.
Because coaching is a vital part of any type of business, company or employee change, and decades of change research have identified two key factors:
(1) Employee resistance is a top obstacle to change.
(2) Employees look to their managers and supervisors for direction, vision and communication during a time of change.
Employees prefer and appreciate managers who take the time to coach, nurture, and challenge them, and not just when they’re performing poorly.
As such, it is important that managers and leaders fully understand their role in the coaching process, and even if you are the one driving and delivering the end-to-end coaching activities, these managers and leaders still need to play an active and visible advocating role.
To successfully coach managers, leadership, and supervisors to become effective managers of change, you should apply the multi-step approach outlined below and in the referenced human resources and change management coaching plan.
Before we continue, let us define what a business change coaching plan really is.
What is a Change Management Coaching Plan?
A coaching plan for a business and employee transitional change involves the set of steps, activities, strategies and implementation approach that will be used to coach business leaders, managers, supervisors and employees to help them successfully transition through a change.
It is normal human nature not to like change, especially because developed habits are difficult to break, and people get accustomed to particular ways of doing things.
And so developing and executing a multi-pronged best change management coaching plan goes a long way towards increasing your ability to successfully implement a change within or across an organizational group.
Coaching, from an organizational change management or program management perspective, refers to the coaching that is provided to key managers and leaders. This coaching is implemented to help them succeed in their key roles as change agents for an organizational change or business process transformation.
Most managers are great at executing their regular or day-to-day operational managerial functions, but they don’t often have the right expertise, knowledge, change management tools or change management experience to be great change agents.
To increase the implementation success of a program, project, or initiative, managers and leaders need to be coached to be active sponsors and supporters of the change, which makes a coaching plan one of the best tools you can have in your change management toolkit.
The coaching plan (as well as the coaching tool) outlined on this page provides you with samples and details to effectively coach and educate managers on best change practices, as well as providing them with templates, samples, and overall support throughout the life cycle of the change.
Coaching Plan Implementation
Apply the coaching plan below to effectively coach business leaders, company managers, employees, supervisors and change champions to empower them to be effective agents of change through any type of organizational change.
- Identify Individuals that Need Coaching (Mentees)
- Enter Mentees Information into Coaching Database
- Schedule Initial Meeting with Each Mentee
- Conduct First Meeting (Goal: Meet & Greet and Awareness)
- Enter Additional Information Into Coaching Database
- Schedule 2nd Meeting (Goal: “Manager & Leadership Coaching Guide”)
- Conduct 2nd Coaching Meeting
- Schedule 3rd Meeting (Goal: “Direct Report / Employee Coaching Plan”)
- Conduct 3rd Coaching Meeting
- Conduct Ongoing Touchpoints with Mentees
(Step #1) Identify Individuals that Need Coaching (Mentees)
If you already have an existing list of potential managers and leaders to coach, that’s great. In addition, you can follow the steps below to identify more managers and leaders that need to be coached:
- Conduct a stakeholder assessment to identify the groups and departments that will be impacted. Managers within these groups will be critical to the organizational change program, and often will need to be coached on being effective “change agents.”
- Work with program team members (project managers, program managers, leads, and key program resources) to identify additional managers and leaders that might need coaching
- Meet with key stakeholders and program sponsors to identify any other potential Mentees
In general, managers and leaders within impacted organizations, as well as executives, leaders, and managers who are outside of the impacted groups but who are needed to support the program, are all potential candidates for coaching. We refer to all these individuals as Mentees.
(Step #2) Enter Mentees’ Information Into Coaching Database
Enter the Mentees’ information into a Coaching Template Database. Click below to obtain AGS’ Coaching Management Tool, which includes a Coaching Template Database that you can use to input and analyze information about the individuals that will be coached.
(Step #3) Schedule Initial Meeting with Each Mentee
The next step will be to schedule initial meetings with each Mentee. The goal of this first meeting is NOT to provide coaching. The goal of this initial meeting is to “meet and greet”, discuss the business change that is driving the need for coaching, assess their organizational change management (OCM) competencies, as well as their desire to support or resist the transformation, and lastly to discuss the next steps.
It often helps to also send each Mentee a personalized heads-up or a follow-up email letting them know that you have scheduled a meeting with them.
Even though the meeting’s agenda information will be included in the meeting calendar invite that you’ve sent, sending a heads-up email is considered a “velvet glove approach.” This approach allows you to start building connection and rapport even before meeting the person.
Note: If you have already met or are already engaging the person, then you can skip this heads-up email strategy.
(Step #4) Conduct First Meeting (Goal: Meet & Greet, and Awareness)
Sample Meeting Agenda
- Conduct introductions (if needed)
- Provide an overview of the change/program/project/business transformation that is driving the need for the coaching
- Provide a brief overview of the key roles that a Mentee (manager, leader or supervisor) plays during a time of change. More on “key roles” below
- Discuss and understand the Mentee’s change management experience and their understanding of best organizational change management practices & methodologies
- Provide an overview of your role as a potential Coach, and how you plan to support the Mentee. The level of support will be based on the Mentee’s level of change management expertise and how experienced they are with being change agents during a time of change
For additional agenda topics, check out: AGS Coaching Management Tool.
(Step #5) Enter Additional Information Into Coaching Database
Based on your initial meeting with the Mentee, enter additional information into the Coaching Template Database including Mentee’s receptiveness to the change, level of experience with organizational change management practices, and level of coaching activities that will be needed to support this person.
(Step #6) Schedule 2nd Meeting (Goal: “Manager & Leadership Coaching Guide”)
After documenting the Mentee’s Change Management competency and receptiveness to the Program, the next step is to schedule the second meeting, which will be a coaching session.
The level of coaching information shared with the Mentee will depend on the Mentee’s experience with organizational change management best practices. A Mentee with little to no experience will require more frequent touchpoints and support than a Mentee with experience.
(Step #7) Conduct 2nd Coaching Meeting
Implement your detailed coaching plan, and provide coaching to Mentees. If interested, you can obtain our Coaching Management Tool, which includes a detailed Manager & Leadership Coaching Guide.
(Step #8) Schedule 3nd Meeting (Goal: “Direct Report / Employee Coaching Plan”)
In your 3rd coaching session, you will be introducing the “Direct Report / Employee Coaching Plan” to Mentees, which will guide them on how to approach change management coaching with those personnel that they manage or supervise.
(Step #9) Conduct 3rd Coaching Meeting on Change Management Coaching Plan & Strategy Implementation
During your 3rd coaching session, you should aim to coach the Mentee using the Direct Report / Employee Coaching Plan outlined below. This Direct Report / Employee Coaching Plan outlines the interactions managers and supervisors can have with their direct reports to help them embrace, adopt and use the target state solutions.
Coaching direct reports and employees takes place on two levels:
- Individual coaching: one-on-one interactions between a supervisor and a direct report to help that individual through his or her change process
- Group coaching: interactions between a supervisor and his or her team to share key messages about the change
As discussed above, coaching is a vital part of successful organizational change management. Decades of change research conducted by Prosci and other change management research institutions have identified employee, as well as end-user resistance, as a top obstacle to change.
The influence that a leader or manager has on frontline employees and impacted end users is immeasurable for reducing resistance and increasing end user acceptance of the change, which is why change and program management practitioners need to implement a best change management coaching plan.
Engaging effectively with end users during a time of change provides a venue for one-on-one and group meetings between employees and the people they trust the most: their immediate supervisors.
Click below to read about the AGS Coaching Tool, which includes a detailed employee coaching plan.
(Step #10) Conduct Ongoing Touchpoints with Mentees
Coaching is rarely ever a “one-time-and-it’s-done” exercise. To ensure that the new behavior is reinforced and maintained, it is essential that you follow up with the coached leaders and managers on a periodic or regular basis to see if they have questions or new additional help/support.
Irrespective of each manager’s competency, your coaching plan should include strategies for regular engagement with each manager. You should ensure that you follow up with each manager throughout the implementation, and position yourself as an available resource they can always turn to whenever they need additional or immediate change management support.
Such an approach pays huge dividends in the long run as these managers will come to consider you as a valuable resource. And in return, you will be able to depend on these managers to help with your change activities, or to reduce resistance within their groups.
Coaching managers and leaders is a critical exercise that needs to be conducted to increase the success of a organizational transformation and change.
As mentioned above, assessing each manager’s change management competency is an important exercise as it allows you to identify the number of managers that need to be coached and supported based on their individual exposure to, and knowledge of best change management practices.
For those managers with low- and mid-level change management competencies, your coaching plan should include an in-person strategy. You will want to meet with these managers in person (if possible) on a regular basis, and coach them using the coaching plan that you will develop.
You can leverage the information on this page to develop a top change management coaching plan that best meets your coaching needs. In addition, or alternatively, you can obtain a Coaching Management Tool from Airiodion Global Services (AGS) which provides you with templates, defined change management coaching plans, and samples.
For those managers who have a high-level of change management competencies, your coaching plan should involve implementing a light touch strategy. For managers who have had a high level of exposure to change management practices, a light touch will be all that is needed. Follow up with them on a periodic basis to see if they need any change management support.
Best practices show that a best change management coaching plan should outline the role that the change management practitioner will play, as well as the strategies he or she will implement to coach and support managers and supervisors during the change.
Your role as a change practitioner will be to coach and enable managers and supervisors to perform the functions outlined above.
If you have any questions about this coaching article, please send me a message. I wish you the best of luck in your coaching activities and efforts, and I hope this coaching guide has been useful to you.
External sources: https://pixabay.com/illustrations/coach-tutor-business-mentor-work-407290/, https://pixabay.com/illustrations/consulting-training-learn-knowledge-2045471/, https://pixabay.com/photos/manager-businesswoman-executive-454866/ https://s3.amazonaws.com/images.seroundtable.com/google-my-business-manager-1544444240.jpg
Author: Ogbe Airiodion (Senior Change Management Leader and Founder of AGS).
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