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Will You Add? - Leadership Skills Coaching - Manager as Coach - Getting Past the Hype
Employee evaluations serve an important purpose. They let both the employee and the company know how things are going. Ideally, they offer feedback, guidance and recognition; too often, though, they become just another drudgery and serve no real purpose. Here are some ways to improve the experience for both sides.For the Supervisor.1. The number one rule is that an employee must never be surprised by his or her evaluation. Good managers deliver evaluations regularly by praising areas where the employee excels and offering guidance and instruction when the employee falters. It's not fair to your staff to keep them in the dark about their work performance and then spring it on them once a year.2. Keep a written record on each employee. It doesn't have to be fancy, just a folder where you can jot down notes when Sally does someth
Stop thinking about employees as people that need to be controlled or managed and give them the latitude to take actions and make decisions. Trust is a vital component of this equation. If you can’t trust people to do their jobs well, then you either have the wrong people in the jobs, or you have the right people but you haven’t trained them sufficiently. A third option is that the people are properly skilled, but the manager just can’t let go.
Number 2:
Listen, listen listen. If there are unhappy or disgruntled people in your business, you can guarantee that at some stage they’ve tried to tell you what
Now that the Iraq study group headed by former Secretary of States James Baker III has delivered its blistering report on the Bush administration’s handling of the Iraqi War, we’ve all been waiting for the wondrous solutions that either the lame-duck administration or our new leaders in Congress will propose.Well, I’m tired of waiting!Everyone says we can’t get out. We can’t win. We can’t achieve victory. But what I’m really concerned about is that the Democrats are still hung over from their victory and are struggling to find a solution to the Iraqi problem. I don’t’ want to see a lot of bickering going on; I don’t want to see our new leaders become discouraged, particularly around this holiday season.So what I’d like to do is offer a number of options to resolve the Iraqi crisis. (Or at least some that will allow us to wash
Although workplaces and management styles have come a long way in the last decade, the command and control style of management remains common practice in many companies. This management approach basically means that employees are told exactly what to do, when to do it and even how it should be done. The manager is in charge, has all the answers, and fixes all the problems.
It’s no surprise that plenty of people find this approach demotivating - and that workplaces with a command-control style are rated as pretty unsatisfying. When it comes down to it, none of us really enjoys being told exactly what to do, and neither do our employees. When people feel as though they have no say and are given no opportunity to contribute outside of their work tasks, then they switch off and become disengaged.
The command and control approach is being phased out for a more collaborative and engaging style – a 'Coach' approach or being a manager-coach. This is a positive shift – as long as we are clear about what the new expectations of managers really are.
Coaching – What does it really mean?
The coaching profession has exploded in recent years, diversifying across many different fields and industries. All of these people are dedicated to helping others achieve their goals, improve aspects of themselves or their business, or move forwards from where they are today.
In a work environment, the role of a manager-coach can be described as :
- achieving results and excellence through others rather than personally taking care of things, and
- focusing on developing employees in order to achieve business results rather than micro-managing their every move.
Adopting coaching as a management style requires managers to help other people unlock their potential and enhance their own performance. It’s about supporting people to learn instead of telling them what the answers are.
The New Mindset
The mindset of the manager-coach is to create an environment that fosters learning, independent thinking and opportunities to contribute. The manager-coach doesn’t want to be seen as a solution provider. Rather, they want to be seen as a facilitator, paving the way for team members to achieve their results.
Coach managers are a role model for others. They are excellent listeners and communicators, providing perspective and encouragement whilst setting high standards and expectations.
There are 8 ways to make coaching behaviours part of what you do:
Number 1:
Stop thinking about employees as people that need to be controlled or managed and give them the latitude to take actions and make decisions. Trust is a vital component of this equation. If you can’t trust people to do their jobs well, then you either have the wrong people in the jobs, or you have the right people but you haven’t trained them sufficiently. A third option is that the people are properly skilled, but the manager just can’t let go.
Number 2:
Listen, listen listen. If there are unhappy or disgruntled people in your business, you can guarantee that at some stage they’ve tried to tell you what
Chinese business culture and etiquette The Chinese business practice is vastly different from the Western method that most of us may be used to. Of course, with the Chinese economy opening up, China's joining of WTO and the Olympics in 2008, many Chinese business practice are now beginning to align with more conventional methods.However, China will always have their own unique business culture and etiquette, given their unique history and background."I was recently involved in a business meeting that went sour and threatened to scuttle a good deal. What happened was that the Chinese party recieving the American purchaser was late in reaching his hotel. The American was furious as he had a tight schedule and that they were late and threatened to withdraw his purchase.The Chinese party was late because they were given
The command and control approach is being phased out for a more collaborative and engaging style – a 'Coach' approach or being a manager-coach. This is a positive shift – as long as we are clear about what the new expectations of managers really are.
Coaching – What does it really mean?
The coaching profession has exploded in recent years, diversifying across many different fields and industries. All of these people are dedicated to helping others achieve their goals, improve aspects of themselves or their business, or move forwards from where they are today.
In a work environment, the role of a manager-coach can be described as :
- achieving results and excellence through others rather than personally taking care of things, and
- focusing on developing employees in order to achieve business results rather than micro-managing their every move.
Adopting coaching as a management style requires managers to help other people unlock their potential and enhance their own performance. It’s about supporting people to learn instead of telling them what the answers are.
The New Mindset
The mindset of the manager-coach is to create an environment that fosters learning, independent thinking and opportunities to contribute. The manager-coach doesn’t want to be seen as a solution provider. Rather, they want to be seen as a facilitator, paving the way for team members to achieve their results.
Coach managers are a role model for others. They are excellent listeners and communicators, providing perspective and encouragement whilst setting high standards and expectations.
There are 8 ways to make coaching behaviours part of what you do:
Number 1:
Stop thinking about employees as people that need to be controlled or managed and give them the latitude to take actions and make decisions. Trust is a vital component of this equation. If you can’t trust people to do their jobs well, then you either have the wrong people in the jobs, or you have the right people but you haven’t trained them sufficiently. A third option is that the people are properly skilled, but the manager just can’t let go.
Number 2:
Listen, listen listen. If there are unhappy or disgruntled people in your business, you can guarantee that at some stage they’ve tried to tell you what
I recently attended a Microsoft event at their corporate headquarters in Redmond, Washington. This event was a fantastic opportunity to meet with fellow leaders in the Microsoft partner community from around the world and spend quality time with each one of them. The event was held over four days and we had a very tight schedule and the importance of timeliness was critical to its overall success.The timeliness factor really didn’t hit me until I was ready to head back to the airport for my trip home. My town car arrived a few minutes early to collect me and I noticed that the driver was there waiting so I signaled to him that I would be ready in the next few minutes. I collected my personal belongings from the hotel concierge and met the driver for the trip from downtown Seattle to SeaTac Airport.When I was seated in the car an
In a work environment, the role of a manager-coach can be described as :
- achieving results and excellence through others rather than personally taking care of things, and
- focusing on developing employees in order to achieve business results rather than micro-managing their every move.
Adopting coaching as a management style requires managers to help other people unlock their potential and enhance their own performance. It’s about supporting people to learn instead of telling them what the answers are.
The New Mindset
The mindset of the manager-coach is to create an environment that fosters learning, independent thinking and opportunities to contribute. The manager-coach doesn’t want to be seen as a solution provider. Rather, they want to be seen as a facilitator, paving the way for team members to achieve their results.
Coach managers are a role model for others. They are excellent listeners and communicators, providing perspective and encouragement whilst setting high standards and expectations.
There are 8 ways to make coaching behaviours part of what you do:
Number 1:
Stop thinking about employees as people that need to be controlled or managed and give them the latitude to take actions and make decisions. Trust is a vital component of this equation. If you can’t trust people to do their jobs well, then you either have the wrong people in the jobs, or you have the right people but you haven’t trained them sufficiently. A third option is that the people are properly skilled, but the manager just can’t let go.
Number 2:
Listen, listen listen. If there are unhappy or disgruntled people in your business, you can guarantee that at some stage they’ve tried to tell you what
At its simplest definition, workflow is the movement of documents and/or tasks through a work process, and for many people, the idea of Human Resources and workflow in business involves the improvement of processing paperwork. Workflow is the operational aspect of a work procedure: how tasks are structured, who performs them, how they are synchronised, how tasks are tracked; the tasks involved in determining workflow are numerous and can have a serious impact on a business' productivity. The most common HR processes include appraisals, new starters, maternity, absence, holiday booking and leavers.Workflow involves various components and people and each facet must integrate with the others in order to process and complete a task. For example, an employee wants to book a holiday and fills in a paper form. Details of the holiday from will be d
The New Mindset
The mindset of the manager-coach is to create an environment that fosters learning, independent thinking and opportunities to contribute. The manager-coach doesn’t want to be seen as a solution provider. Rather, they want to be seen as a facilitator, paving the way for team members to achieve their results.
Coach managers are a role model for others. They are excellent listeners and communicators, providing perspective and encouragement whilst setting high standards and expectations.
There are 8 ways to make coaching behaviours part of what you do:
Number 1:
Stop thinking about employees as people that need to be controlled or managed and give them the latitude to take actions and make decisions. Trust is a vital component of this equation. If you can’t trust people to do their jobs well, then you either have the wrong people in the jobs, or you have the right people but you haven’t trained them sufficiently. A third option is that the people are properly skilled, but the manager just can’t let go.
Number 2:
Listen, listen listen. If there are unhappy or disgruntled people in your business, you can guarantee that at some stage they’ve tried to tell you what
Do you run late for meetings, misplace keys, files, important documents, or other items, run afoul of deadlines, or forget appointments? If so, you're not alone. Americans lose/waste nine (9) million hours per day looking for misplaced items, according to the American Demographics Society. If this is an area of challenge for you, follow the 10 simple steps below and get your work environment organized once and for all!1. Think at a helicopter level and identify the major categories of items to be kept in your office/workspace. Limit the number of categories to a maximum of 7 or 8. For example: 1) operational items - phone numbers, expense reports, instructions and procedures, 2) customer files, 3) product samples, 4) tax and legal - contracts and receipts, 5) reading, 6) tools - assessments and articles, and 7) future projects.
Stop thinking about employees as people that need to be controlled or managed and give them the latitude to take actions and make decisions. Trust is a vital component of this equation. If you can’t trust people to do their jobs well, then you either have the wrong people in the jobs, or you have the right people but you haven’t trained them sufficiently. A third option is that the people are properly skilled, but the manager just can’t let go.
Number 2:
Listen, listen listen. If there are unhappy or disgruntled people in your business, you can guarantee that at some stage they’ve tried to tell you what the problem is. It’s likely you weren’t listening (or didn’t want to listen), or perhaps your initial reaction made the person think twice about bringing the problem to you. Truly listening is one of the greatest skills to develop, regardless of your role. Good listeners are genuinely interested, convey empathy, and want to find out what’s behind the conversation. Great coaches are great listeners –without exception.
Number 3:
Focus on developing the strengths of each employee rather than managing merely for results. Identify each person’s development needs and commit to following through on them. When people are growing and improving, their enthusiasm and effectiveness is greater. And they feel more connected and loyal to the company for supporting them.
Number 4:
Endorse effort and growth instead of pointing out failures or errors. As individuals, we all know how seldom we are given positive feedback, but how often we are reminded of our “mistakes”. Instead of pointing out errors, the coach-manager accepts them as learning opportunities and uses them to develop their employees. The focus is on making sure the same mistake doesn’t happen again by fixing the source of the problem.
Number 5:
Stop providing solutions. Managers often achieve their positions after being technical specialists, and so will have an opinion or view on how to "fix" situations or problems. The mindset is that it's usually faster to tell someone what to do, or do it yourself, than give your employees an opportunity to figure it out. By always providing the answers, managers take away the learning opportunity for their employees to come up with alternative (and potentially better) ways of doing things. If you catch yourself about to provide the answer, take a deep breath and ask a question like: “What would you do in this situation?”
Number 6:
As a manager, stop making all the decisions. You don't have all the answers all of the time. Engage those around you - your team and peers - when it comes to finding a way forwards. Involvement breeds ownership and engagement. The more you can find opportunities for people to contribute to the decision-making process and encourage people to have their say, the more your employees will feel connected and satisfied with the company.
Number 7:
Be unconditionally constructive - no exceptions. Don't patronise or be critical of others - take complete responsibility for how you are heard. If you catch yourself about to make negative remarks, take a bre
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