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8b Coaching Microlessons
19 19 19 31 19 65 19 19 49 31 31 19 19 19 19 19 45Accelerate your success with microlessons that can be completed at your own pace through Workday. Microlessons are e-learning modules that take about 15-20 minutes to complete.
2 20Microlessons include:
2 20-
3d
- Visual, Kinesthetic, and Auditory Learning Styles 19
- Lots of Color 19
- Graphic Icons 19
- Video Reviews 19
- Drag and Drop 1e
- Lesson Assessments 20
- Learning Suggestions 21
- Review, Reply, Repeat 7
Topics include:
2 8a
Review each title below to learn more.
1fBuilding Trust Under Pressure (BTUP) develops foundational mindsets and skills that allow employees at all levels to increase productivity and build strong working relationships.
1 2bLearning Outcomes
1 5-
76
- Identify six Basic Principles for building credibility and trust with others in challenging situations 4a
- Identify and use their Basic Principle strengths under pressure 6a
- Use the Basic Principles to address problems and take positive action in challenging situations 6
Shaping a Motivational Workplace (SMW) helps leaders tailor their communication to the needs of others in ways that engage and motivate them. Based on Self-Determination Theory this program helps leaders connect with others by appealing to three fundamental psychological needs: Competence; Relatedness; and Autonomy.
1 2aLearning Outcomes
1 5-
44
- Recognize and leverage three basic needs in the workplace 40
- Create an environment that supports need satisfaction 55
- Adopt the employee’s perspective to build stronger working relationships 53
- Communicate with employees without pre-judgment, in an informational way 6d
- Increase engagement by generating opportunities for employee choice in meeting business objectives 35
- Facilitate enhanced motivation and results 6
Clarifying Performance Expectations (CPE) helps leaders maintain an open dialogue about how expectations and priorities evolve and shift is critical in today’s business climate. In this module, participants explore a flexible, collaborative approach for setting performance expectations and keeping them current and aligned with organizational priorities.
1 2aLearning Outcomes
1 5-
59
- Identify important opportunities to set and/or adjust performance expectations 51
- Conduct collaborative expectation-setting conversations with employees 67
- Maintain ongoing dialogue about what success looks like and the work that’s most important 53
- Keep expectations current and aligned in response to changing conditions 66
- Clarify performance expectations in a way that taps into employee motivation and commitment 6
Giving Needs-Based Feedback (GNBF) provides leaders with a process and skills to give feedback in a way that motivates employees to take ownership for their own growth and development. Leaders learn how to structure and communicate feedback that internally motivation by satisfying their psychological needs for competence, relatedness and autonomy.
1 2aLearning Outcomes
1 5-
65
- Plan and facilitate effective feedback conversations, both face-to-face and voice-to-voice 4f
- Support employees’ internal motivation to achieve business results 83
- Improve performance by helping employees find personal benefits in organizational structure and self-generated solutions 6d
- Receive feedback in ways that promote improved performance and maintain constructive relationships 6
Realizing Talent in Others (RTO) helps leaders match an employee's natural need to demonstrate competence with the organization's need to succeed. Employees have latent talents and existing skills leaders can fail to recognize and leverage. Turning these talents into capabilities by developing others to their fullest potential is a leader's most important work and a requirement for long-term organizational success.
1 2aLearning Outcomes
1 5-
71
- Recognize the psychological needs of individuals, and incorporate leadership behaviors to support them 67
- Uncover high-impact development opportunities that tap into employees’ internal motivation 50
- Link employee-development activities to business goals and objectives 62
- Collaborate on development plans that boost employee interest and activate productivity 64
- Unleash and leverage individual capabilities to achieve work-group/organizational results 6
Offering Rewards and Recognition (ORR) develops leaders' capabilities to use rewards and recognition in ways that tap into employees' internal needs for competence, relatedness and autonomy. Leaders learn to avoid incentives that threaten punishment and instead to employ a simple process and skills for offering rewards and recognition that results in improved employee engagement, performance, and results.
1 2aLearning Outcomes
1 5-
38
- Offer rewards that foster employee motivation 51
- Offer spoken and written recognition that supports employee motivation 53
- Sustain motivation by helping employees identify their own contributions 49
- Encourage collaborative effort by recognizing team performance 6
Correcting Performance Problems (CPP) equips leaders the skill and confidence to take prompt and constructive action when faced with performance problems. Leaders learn an effective conversational approach to tap into employees' self-motivation and ownership and to respond to common roadblocks to change, such as employee defensiveness.
1 2aLearning Outcomes
1 5-
59
- Identify common reasons why leaders delay conversations to correct performance 51
- Describe the consequences a delay has on addressing performance issues 49
- Identify performance situations that warrant corrective action 53
- Prepare for critical components of performance-improvement conversations 62
- Conduct focused, collaborative performance conversations that generate improved results 41
- Respond constructively to defensive employee behaviors 6