Coaching
Coaching
It requires a shift in how a manager thinks about the use of time. Like any budgeted item, time is an allocated resource that is woven through several items. Time allocated for coaching means time taken away from less important tasks. The purpose of this dedicated energy is to provide time to staff members to help improve their skill base, while moving a task along toward completion. As any good coach will attest, the ‘quantity’ of time on the front end of the coaching process is offset by the ‘quality’ of time on the back end. A manager, operating in a coaching mode, knows that certain tools (i.e. problem solving models, recommended readings) are essential to expanding the knowledge base and analytical capabilities of staff members. They also know that giving ‘feedback’ is a crucial element in addressing performance issues and how one gives feedback will vary given the needs and personality of the staff member and has to be specific to an issue or behavior.
In a business world gone global, managers will have to become good in the skill of coaching by shifting their thinking and behavioral paradigm to…
Listen more and talk less: Concentrate on what is being said in order to guide the staff member to the solution.
Delegate more and hoard less: Find those tasks that rightfully belong to members of your team and delegate accordingly. Find those tasks that don’t belong to anyone and detonate accordingly.
Move more and sit less: Issues that prohibit performance rarely show up on your flat screen monitor. Circulate among your staff members, find supporting resources and let them see that you are visibly available.
Ask more and tell less: Open-ended questions that guide staff members toward solutions, typically, start with Who, What, When, Where, Why and How. There are no secrets here.
Coaching is about helping staff members to work smarter and maximizes the value of their contributions toward keeping their organization competitively ahead of the game.
Coaching - To learn more about this author, visit Lee Meadows's Website.
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The business world is flatter, spins faster, peaks quickly, dives sharply and reinvents itself without the benefit of a sleep cycle. When the dust from all this fractured refiguring finally settles, it usually comes to rest in the semi-cubed work area of a manager who is besieged on all sides by the increasing task, process and people demands that come with trying to manage toward profits. One of the crucial changes that upset the traditional management cart has been the ever broadening span of control which stretches with the addition of new project teams and new team members. The skill of micro managing may become a distant memory, like erasable bond paper, because those comfortable with micro managing won’t have time to micro manage. Those staff members who lived through the detonation of organizational layers are expected to produce more, use less and build competencies as they stumble their way through the malaise. Managers will have to rely heavily on the personal initiative of staff members and presume that they are competent enough solve a problem and get results. The presumption of competence is okay as long as there is a supportive coaching process to round off the rough edges. The restructured battle ground known as the competitive landscape looks a lot different than the old command and control days of the industrial machine. Managing more people means controlling less of the process. Coaching is the glue that holds those two polarities together. More than just telling someone what to do, coaching combines guided discovery with hands on learning and the proper choice of tools to get the job done. All of this has to take place in an accelerated work environment with limited developmental time. While all managers want their staff members to act confidently and be the best at what they do, the forced hands-off model still leaves too much to chance. Managers must become good at coaching in order to achieve the broader results that come with broader responsibilities.
It requires a shift in how a manager thinks about the use of time. Like any budgeted item, time is an allocated resource that is woven through several items. Time allocated for coaching means time taken away from less important tasks. The purpose of this dedicated energy is to provide time to staff members to help improve their skill base, while moving a task along toward completion. As any good coach will attest, the ‘quantity’ of time on the front end of the coaching process is offset by the ‘quality’ of time on the back end. A manager, operating in a coaching mode, knows that certain tools (i.e. problem solving models, recommended readings) are essential to expanding the knowledge base and analytical capabilities of staff members. They also know that giving ‘feedback’ is a crucial element in addressing performance issues and how one gives feedback will vary given the needs and personality of the staff member and has to be specific to an issue or behavior.
In a business world gone global, managers will have to become good in the skill of coaching by shifting their thinking and behavioral paradigm to…
Listen more and talk less: Concentrate on what is being said in order to guide the staff member to the solution.
Delegate more and hoard less: Find those tasks that rightfully belong to members of your team and delegate accordingly. Find those tasks that don’t belong to anyone and detonate accordingly.
Move more and sit less: Issues that prohibit performance rarely show up on your flat screen monitor. Circulate among your staff members, find supporting resources and let them see that you are visibly available.
Ask more and tell less: Open-ended questions that guide staff members toward solutions, typically, start with Who, What, When, Where, Why and How. There are no secrets here.
Coaching is about helping staff members to work smarter and maximizes the value of their contributions toward keeping their organization competitively ahead of the game.
Coaching - To learn more about this author, visit Lee Meadows'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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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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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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