Feed Lot

SEP-OCT 2017

Feedlots and cow/calf operations in the beef industry who feed 500 or more has annually on grains and concentrates; maintain 500 or more beef cows; backgrounder, stocker/grower, preconditioner; veterinarian, nutritionist, consultant

Issue link: http://feedlotmagazine.epubxp.com/i/868988

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Page 22 of 31

1 Find out if they want to grow a n d h o w t h e y e x p e c t t h a t growth to occur. Ask them, "What are your personal goals? Where do you see yourself in 5 years? Do you expect to have more responsibili- ties in your job two years from now? What is your plan to accom- plish these things?" Listen for spe- cific goals they want to accomplish and what they are willing to do to achieve them. 2 Make them aware that they are the barrier to their own growth. Give examples of their own reaction to coaching and the impact that their i nappropriate response had on their supervisor and on your impression of them. Share examples of former employees (without naming names) that you feel had significant poten- tial that was not utilized because they chose to be uncoachable. 3 Explain that growth requires change that will be uncomfort- able. If they only want to make improvements that are easy, they will never reach their potential. Perhaps you can share personal examples of changes you had to make, or that the business had to adapt to, to keep main taining growth and profitability. 4 Explain that if their response to correction and coaching is re- taliation or disinterest, they are wasting their supervisor's time and your time, and if this continues you will invest in someone else. Your coaching time is limited and needs to be efficient and worthwhile. The time you spend has to be invested in individuals that truly want to g row and who appreciate the in- vestment made in them. 5 Emphasize that the coaching process requires more effort from the trainee than the coach. Y ou don't have time to spoon-feed them everything they need for their personal growth. The trainee must clearly show that they are heeding your advice, changing their behav- iors, improving their performance and enhancing their skills. If not, the coach's time should be used with someone else. 6 Set clear expectations and timelines for their growth. Get a commitment from them that they desire to grow, and are willing to do their part in that growth. Don Tyler is founder of Tyler & Associ- ates Management Coaching and Presi- dent of Good Day's Work LLC, which provides ag-specific safety training www.GoodDaysWork.ag He can be reached at dhtyler@frontiernet.net or by calling 765-490-0353. FL FEED•LOT  September/October 2017 23

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