Managers with great coaching skills understand that it starts with the ability to establish rapport with employees based on mutual trust. That is the foundation of a healthy manager-employee relationship and it is the key to employee growth and performance.
Does your company train coaching skills for managers? Do they realize an effective coach rounds up individuals and provides them with the tools and resources necessary to harness what pre-existing skills and talents each individual possesses in order to work collaboratively on reaching a mutually-accepted outcome? Do they know if this is done with intelligent enthusiasm and vision, all parties involved will reap professional – and personal – benefits? Some coaches will covet a capacity to grandiosely lord over others. Some coaches will make errors and do everything possible to cover up the transgressions, only to move forward making the same mistakes., Read More
Coaching is more than a means of correcting problematic behavior. It’s more than something a manager has to do in times of conflict. Coaching is how relationships form between managers and employees. It’s an opportunity. Building a relationship of mutual trust between manager and employee benefits everyone – employee, manager, team, and organization. And while coaching is an ongoing process, the skills involved in conducting a coaching meeting can be extended to the overall employee/manager relationship. The Coaching Skills Inventory is a self-assessment and soft-skills training program that sets out a seven-step model for coaching meetings , and measures participants’, Read More
“I love trophies, but forget ’em. They’re for old men, for guys living in memory. I’m talking about: Are we competing today, every minute, in everything we do in practice? Are we letting loose and daring to be great here and now? And can we sustain that? And repeat it? Trophies are great, but we’re trying to win forever.” ~Pete Carroll Managers are not always aware of the value and benefits of regular coaching meetings. Because these meetings are associated with performance issues, they can be seen as difficult or confrontational interactions. But, when acknowledged immediately, and worked through with, Read More
Performance management discussions can be filled with emotion and tension, even in the best situations. It’s no wonder that most leaders only hold them once a year. Make all of your performance management efforts pay off tenfold by taking some basic steps toward changing the way you address the performance management process overall. First, commit to giving feedback all year long. Don’t wait for the annual review. If you take the time to guide employees throughout the year, the frenetic energy that typically goes along with a performance review will dissipate naturally. Moreover, you’ll find that you become more adept, Read More