Quality Coaching Plus Leadership Development
Providing coaching and feedback is a necessary activity in every manager’s day. The role of a manager is to add value to the decision making and judgment of the people they manage. We all agree that coaching is important, but the understanding and purpose of why coaching is important may remain unclear.
Purposes of Coaching
- To support people in mastering the complexities of their full role.
- To assist in learning new skilled knowledge, such as: policies and procedures, LOPs, SOPs, technology, operation of machines, planning processes.
- To explore how current values are in line with corporate values and philosophy.
- To assist in developing wisdom. For example: building on the manager’s experience in handling challenging situations and sharing stories of learned failures and successes.
- To smooth out behavior or negative temperament that may be damaging to the personal effectiveness with the work.
Coaching does not involve trying to change a person’s personality; that is not a concern of the manager.
Managerial-Leadership Communication: Listening for Values
All managerial work is achieved through communication with others. There are multiple communication skills, the most valuable of which is listening.
Learning includes: the relationship between effective communication and trust, and understanding and mastering a conversational model that builds the skill of active listening.
Coaching: Bringing Value as a Manager
Overview: Every employee is entitled to have a competent manager with the capability to bring value to their problem solving and decision making.
Learning includes: understanding this principle as the source for true managerial authority; understanding the nature of work and how to bring value to the work of team members.
Coaching for Peak Performance
Overview: Effective coaching is assisting an individual to work at their full potential capability.
Learning includes: understanding the four requirements for success, measuring and testing capability, identifying interest and passion, understanding the two components of skill development, and developing repeated behaviors into habits.
Building Capacity for Effectiveness
Overview: How do we create opportunities for employees to be effective?
Learning includes: understanding why most performance appraisal/performance management systems don’t work, creating a positive system to provide performance feedback, and understanding managerial decisions related to the effectiveness of team members.
Overview: Why is it that underperformance is so difficult to address, let alone to actually resolve?
Learning includes: understanding the employee contract, understanding the ground rules of the accountability conversation, and experience in conducting an accountability conversation designed to improve underperformance.
Managerial Authority: Time Span and Accountability
Overview: Elliott Jacques, in Requisite Organization, defined managerial work as solving problems and making decisions.
Learning includes: the four managerial authorities, the four managerial accountabilities, how time span creates clarity, and developing the ability to create a roadmap of accountability.
Bringing Out the Best in People
Overview: Aubrey Daniels, in his book, Bringing Out the Best in People, explains how Dale Carnegie’s principles can be more effectively applied. Both sources are used in this session.
Learning includes: understanding the role of positive reinforcement, and understanding how to apply positive reinforcement in three different situations: in achieving desired results, in learning, and in changing systems and methods.
Peer and Team Coaching: Solving Problems as a Team
Overview: Effective managers and teams share the ability to solve problems and make decisions. When people on teams share their knowledge and work to continuously improve, both better solutions and increased agreement on the solutions takes place.
Learning includes: managing change in teams, improving the problem solving skills of teams, creating steps for the team to use in solving problems on their own with little to no guidance from the manager.