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Now That's What I Call Coaching 37 - Show care for your young workforce and they will inspire and support you too!

Sleeve Notes


This title of course apply to all ages, whether there are 2 or 20'000+ of them.

In this case though, I am focussing on those that have recently left education to pursue work/careers.


These guys will shape the future and so there is an exciting opportunity to support them in a variety of ways that are both tried & tested and new to you as a 'Leader'.


Keep in mind, I am assuming you've hired them because you believe they are the right person for the job and the team? (if there is a team).




Side one - Left to my own devices...Day one disaster or delight?


Information overload -

Let's cram as much in to day one, so a box can be ticked and the Leader/Sponsor can get on with it.


Thrown in at the deep end -

Let's see if you'll survive.


Twiddling your thumbs -

Everyone is 'too busy' to stop and take time with the 'newbie', so you are left with a book of rules & a glossy brochure to digest on your own.


or it could go like this...


  • How do they like to learn? (Find out at the interview)


  • Who is in the best place to 'sponsor' my new employee on the week they are due to start?


  • What are the key things they need to know in their first week with us?


  • How will I/the 'sponsor' gain an understanding of what the new employee has learnt?



Side two - Opportunities... (let's make lots of??)


  • What are the skills and qualities of this new employee which will help me, the business and my team to move forward?


  • Where will their skills and qualities be best utilised?


  • How, when and where will I review with them how it's going?


  • How will I let them know I am interested in hearing about their ideas for the business?


  • What is their brief in this role?


  • How will I make them feel trusted, empowered and appreciated?


  • How will I challenge and hold them accountable, respectfully?



Side three - It's a sin...into the Leaders bin!


  • Inconsistent behaviour with your employee.


  • Not trusting 'youngsters', despite no evidence to support this...therefore micro managing.


  • Gossiping with other staff about the new employee.


  • Sees more kudos in getting own results, rather than results through leading the team to deliver themselves.


  • Doesn't enjoy their job, so new employees need to know this and 'suffer' too.


  • Is not willing to learn themselves.


  • See's empowering others as a threat rather than an opportunity. (Possibly because not good at their own job).


  • Leader has favourites.


  • Lacks confidence in... for example, decision making, conflict resolution, doing things differently.





Side four - Heart...Tips to make it sing!


Encouragement & Enterprise -

What opportunities can you offer to help the new employee develop their career, either inside or beyond your business. (You won't keep hold of them forever, so be forward thinking).


Empathise & Energise -

Demonstrate you are listening and showing understanding. Focus on what the employee does well and help them to capitalise on this in their role. Remember why you employed them.


Educate & Enable -

Offer your expertise as a 'Mentor', give them a brief of what you want them to do, make sure they understand the brief them empower and trust them to do it, with your support.


Excite & Enjoy -

Even supposed dull jobs can feel exciting if there is an atmosphere of enjoyment created by the leader. It's even more important to do this in potentially mundane roles. Think surroundings, perks, team dynamic, challenges etc.


Equip & Endorse -

Give your young employee a positive start with their career and tools to help them in this & their next role, be it in your business or a new one. Pass forward your knowledge of what they do well, to continue their positive experience.



The Download


I have assumed your interview process is robust enough that you are not regretting employing them after week one??!!


It's easy for both the leader and the new employee to start with so much hope, only for one or both of them ending up feeling this isn't what we signed up for.


Before you get to this stage though, think about what investment has been made in this new working relationship.

This is potentially their first role after education and leaders have an important role to play in setting the scene for a positive and worthwhile career, even if the young employee moves on, you can be proud they have had a positive first experience under your leadership.


You might like to know - In addition to being a Coach for over two decades, I have also had experience as a Leader, Mentor, & Recruiter in my career. This blog is drawn from my experiences.




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