Excellence in Managing, Leading and Coaching
Excellence in Managing, Leading and Coaching
How can we be sure these competencies are distinct? Let me illustrate. Have you ever had a manager that wasn’t very good at leading? Have you ever worked with a leader who wasn’t very good at managing? And what about coaching? Could you manage or lead and not coach? Possibly, but you won’t be very successful.
Most consultants, coaches and business people who develop others and work in teams use all three terms. The public is not yet educated in the distinction that coaching as a profession is, let alone the competencies and practices that a professional coach masters. I find it interesting to note that a majority of people working as coaches have never been educated in coaching, and the public isn’t educated to ask - yet. Many people calling themselves a “coach” have simply added the title “coach” in response to the trend. These are professionals who coach (or think they do), not educated coaching professionals. As the coaching profession continues to emerge, so will the distinctions, competencies and practices of the professional coach as manger, leader or external partner.
So we know managing, leading and coaching are related, yet distinct. And too often these distinctions become collapsed in our rush to do more with less, attain results in an “instant” manner and short cut the process of developing people through learning. We think we’re accomplishing more by offering “drive-through” solutions, but are we? Are the solutions sustainable?
One book that addresses this is The One Thing You Need to Know by Marcus Buckingham. In his book, he illustrates what he believes are the key distinctions for extraordinary managers and leaders:
Both leadership and management are important, but not interchangeable – they are completely different.
Not everyone within the organization is to be a leader.
Natural talents are required for great leaders – same for great managers – you can improve, but if you lack a few core talents, you can’t succeed at either.
Coaching is an imperative competency for anyone working within a leadership or management role.
Some distinctions between great managers and great leaders:
Great Managers:
The starting point is each employee’s talents – they can transform each employee’s talents into performance.
Have you believe that your success is their primary goal – emotionally not rationally.
Change the role or tweak it to have the employee succeed - a natural coach.
Great Leaders:
Talents are optimism and ego.
believe that despite the odds they have what it takes to overcome the odds.
Rally people toward a better future.
Are restless for change, impatient for progress, deeply dissatisfied with the status quo and the friction between what is and could be stirs them.
In summary, great managers see people as means to an end, in and of themselves; great leaders see people as a means to a performance end. If you want to manage, begin with the person, if you want to lead, begin with the picture of where you’re headed.
I have found that in terms of excellence and sustainable performance, you need all three competencies. Imagine two overlapping circles - one circle labeled "coaching" and the other circle labeled "management". Now, imagine another circle that encompasses both of these (wrapped around them.) This is because coaching is the context in which the other competencies occur. And if you were to draw this out, you would see that there’s an overlap in the center – this is where excellence occurs. The only way excellence becomes sustainable is with the presence of all three competencies.
In terms of excellence, mastery of these three distinctions and the practices within each distinct competence become necessary – and that is where teams come in. No one is masterful at all three.
Excellence in Managing Leading and Coaching - To learn more about this author, visit Sue Lindgren Hawkes's Website.
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Managing, leading and coaching; interesting trio, eh? Many people and organizations collapse these competencies and titles. It often seems that these competencies and titles are both synonymous and interchangeable in our quest for excellence. But they’re not.
How can we be sure these competencies are distinct? Let me illustrate. Have you ever had a manager that wasn’t very good at leading? Have you ever worked with a leader who wasn’t very good at managing? And what about coaching? Could you manage or lead and not coach? Possibly, but you won’t be very successful.
Most consultants, coaches and business people who develop others and work in teams use all three terms. The public is not yet educated in the distinction that coaching as a profession is, let alone the competencies and practices that a professional coach masters. I find it interesting to note that a majority of people working as coaches have never been educated in coaching, and the public isn’t educated to ask - yet. Many people calling themselves a “coach” have simply added the title “coach” in response to the trend. These are professionals who coach (or think they do), not educated coaching professionals. As the coaching profession continues to emerge, so will the distinctions, competencies and practices of the professional coach as manger, leader or external partner.
So we know managing, leading and coaching are related, yet distinct. And too often these distinctions become collapsed in our rush to do more with less, attain results in an “instant” manner and short cut the process of developing people through learning. We think we’re accomplishing more by offering “drive-through” solutions, but are we? Are the solutions sustainable?
One book that addresses this is The One Thing You Need to Know by Marcus Buckingham. In his book, he illustrates what he believes are the key distinctions for extraordinary managers and leaders:
Both leadership and management are important, but not interchangeable – they are completely different.
Not everyone within the organization is to be a leader.
Natural talents are required for great leaders – same for great managers – you can improve, but if you lack a few core talents, you can’t succeed at either.
Coaching is an imperative competency for anyone working within a leadership or management role.
Some distinctions between great managers and great leaders:
Great Managers:
The starting point is each employee’s talents – they can transform each employee’s talents into performance.
Have you believe that your success is their primary goal – emotionally not rationally.
Change the role or tweak it to have the employee succeed - a natural coach.
Great Leaders:
Talents are optimism and ego.
believe that despite the odds they have what it takes to overcome the odds.
Rally people toward a better future.
Are restless for change, impatient for progress, deeply dissatisfied with the status quo and the friction between what is and could be stirs them.
In summary, great managers see people as means to an end, in and of themselves; great leaders see people as a means to a performance end. If you want to manage, begin with the person, if you want to lead, begin with the picture of where you’re headed.
I have found that in terms of excellence and sustainable performance, you need all three competencies. Imagine two overlapping circles - one circle labeled "coaching" and the other circle labeled "management". Now, imagine another circle that encompasses both of these (wrapped around them.) This is because coaching is the context in which the other competencies occur. And if you were to draw this out, you would see that there’s an overlap in the center – this is where excellence occurs. The only way excellence becomes sustainable is with the presence of all three competencies.
In terms of excellence, mastery of these three distinctions and the practices within each distinct competence become necessary – and that is where teams come in. No one is masterful at all three.
Excellence in Managing Leading and Coaching - To learn more about this author, visit Sue Lindgren Hawkes's Website.
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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Casey GollanCasey Gollan, Business Coaching & Mentoring Programs. Add $1 Million to $10 Million in the next 1 to 3 years. Since 1996 Casey has to added hundreds of millions of dollars to businesses. Watch a free video see client results Business Coaching website. - Visit Casey Gollan's Website |
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Leanne Hoagland-SmithAre your sales where you want them to be? Will you be one of the few who achieves sales or business success or one of the many who have failed to change? Are you tired of being told you are like everyone else? Then you may find my first book on sales of interest. Be the Red Jacket in the Sea of Gray Suits, The Keys to Unlocking Sales available at Amazon or at http://www.processspecialist.com/red-jacket.htm. This book is a reflection of my no-nonsense approach to improving sales to overall business results. If you are truly committed to making sustainable changes, then I can help you secure a positive return on your investment because I focus on executable solutions not telling you the problems you already know you have. From training to corporate (group) coaching to executive one on one coaching, my approach is to assess, create awareness, build a goal driven action plan and then execute. The bottom line question is "Not do you or your employees know it, but do you or they want to do it?" Please call for a free strategy session at 219.759.5601. - Visit Leanne Hoagland-Smith's Website |
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Cheryl MatthynssensCheryl is a life skills coach, licensed Chemical Dependency Counselor and a 20 year entrepreneur. Cheryl's dedication to achieving a life of balance led to her expanding her teaching from the simple managing of life's daily challenges to adding financial well being as well. A direct marketer with DrinkACT, she is gaining ground in the online community with her concepts of making sure business owners, entreprenuers and employees have well rounded life styles. She opened up a small affiliate site - The Balance Guide- to help others find resources for mental and emotional well being. Visit Cheryl's blog to see more of the diversity beyond business she has began offering online at www.thebalanceguide.blogspot.com - Visit Cheryl Matthynssens's Website |
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Joe DagerJoe Dager is President of Business901, a progressive coaching company providing no-nonsense direction in areas such as Lean Six Sigma Marketing and organized referral marketing. What others say: In the past 20 years, Joe and I have collaborated on many difficult issues. Joe’s ability to combine his expertise with “out of the box” thinking is unsurpassed. He has always delivered quickly, cost effectively and with ingenuity. A brilliant mind that is always a pleasure to work with.” - James R. If you want to learn more about Business901, start a conversation with us. We can be found @ Web/Blog: Business901.com Web/Blog: FundingYourNonprofit.com LinkedIn Profile Follow me on Twitter - Visit Joe Dager's Website |
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John BrennanJohn Brennan Ed.D. Dr. Brennan is President of Interpersonal Development, LLC, a training and development firm. Interpersonal Development has provided sales training and coaching to more than 3,000 sales reps from over 100 companies. A native of Australia, Dr. Brennan received his doctorate from the University of Rochester. His dissertation researched the effectiveness of Behavioral Modeling Technology in training people in interpersonal skills. While he has spent most of his career designing or delivering training, he was also a Vice-President of Sales of a training and development franchise with operations in 25 markets. Dr. Brennan has designed and delivered sales training in North America, Asia, Europe, Australia and the Middle East. He has been a guest speaker at numerous national and regional professional conferences. When Microsoft wanted Best Practices articles on sales for their web site, they called Dr. Brennan. The results are at http://office.microsoft.com/en-us/FX011387391033.aspx His firm’s clients have included Volvo, The Prudential, Merrill Lynch, Eastman Kodak, Gannett, Equifax Europe, the Economist Group and countless small businesses. - Visit John Brennan's Website |
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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