1. Ensure you fully understand what
Many managers don't exactly know what
coaching is and how it can benefit them,
their employees and the company. It is
essential that a manager knows the
distinctions between coaching and
training, counselling and therapy.
2. Check your beliefs about people.
If your beliefs about people are that they are there just to do
a job and that given any freedom, people will not work, then
think again! A good coaching manager's beliefs around
people are exactly the opposite in that they believe that
people are great and each person has huge potential.
3. Undergo suitable training.
Coaches are not generated as a result of a one or two day
or even week long course! Coaching effectively takes time
and practice. Courses that offer follow up options
are most effective. Always check what
the course content entails, the duration of the
course and the skill levels and experience of the trainer
coaches. (See RealTime Coaching™)
4. Get your own coach.
The best form of follow up to any training course is to have
your own coach or arrange good peer coaches. The best coaches are also the ones who have been effectively coached themselves. Training courses alone do not produce superior coaches. Often it is helpful to have someone to assist you in bridging the gap between knowing and doing.
5. Get support from your own boss.
Some managers do not even start to coach because their boss doesn't. Some senior managers are not convinced of the benefits of coaching and if this is the case, you have to convince them that there are numerous benefits. Once they are on your side you can then start to put time aside to coach. Today many progressive organizations strive for a coaching culture.
6. Manage your team's expectations.
If you have been the traditional "do as I say" manager and
then suddenly you are seen to put time aside, and to listen
and question, won't that seem a bit strange to the team? Is
there a hidden agenda? Be up front with them. Tell them
what is going to happen and tell them the reasons
why - coaching is wonderful!
7. Manage your time effectively.
Although coaching can be done in short sharp bursts, there
are times when longer periods are needed to coach
members of the team. This needs dedicated time and this
must be built in to the manager's schedule. Managers need to be
able to put time aside for coaching and to ensure they keep
that time, not let other less important tasks get in the road.
8. Know when and when not to coach.
A new manager keen to coach can sometimes try to coach
a team member when that is not the intervention that is
actually needed. Managers should study the use of the
skill/will matrix (capability / motivation grid) to know what
intervention to use at what time.
9. Get regular feedback from peers, superiors and those you are coaching.
The more quality feedback you get the more chance you
"The nose of the bulldog has been slanted backwards so that he can breathe without letting go."
"The person who always follows the crowd will never be followed by a crowd." -Annonymous
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|Do you recall a time that you were ever criticized for your choice of actions or opinion on a topic ? If so, join the club with other managers/leaders. If not, perhaps it just occurred without your knowledge. The truth is, if you have to manage/lead others, you have to make tough decisions. Some years ago an engaging CEO shared his written speech with me. He wrote that every organization has 3 types of people. Leaders who often boldly envision the future and strategy of the organization - Managers that organize resources and implement the plan - and finally Politicians that are always trying to do what's popular with others. The latter, he postulated, added very little value to the organization. The balance between not taking anyone else's counsel (ego) and an unhealthy attempt to please all, can indeed be a delicate one. To lead others effectively, one must strive to be of strong character with healthy humility. On a scale of 1-10 how are you doing with balancing the requirements of tough decisions ? houjhoijoijorijeroijroijroijroijroi||
Chuck Reynolds President and Chief Performance Officer with Excel Group Development a Performance Solutions firm that assists organizations in enhancing management and team effectiveness.
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