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  • 1. Umiker's Management Skills for the New Health Care Supervisor, Fifth Edition Charles McConnell
  • 2. Chapter 14 Coaching
  • 3. Coaching is --
    • the ongoing process of helping employees fulfill their responsibilities and achieve results. It is an integral part of face-to-face leadership.
  • 4. EFFECTIVE COACHES
    • Exhibit leadership traits
    • Keep workers informed
    • Show workers how to get the job done,
    • Help workers who have problems,
    • Listen—really listen—to the employees,
    • Direct negative feedback at results, not people,
    • Are quick to praise
  • 5. EFFECTIVE COACHES
    • Set a good example; model appropriate behavior,
    • Provide psychological support,
    • Help with routine work during emergencies and when there is a shortage of staff, and
    • Are technically or professionally competent in their primary fields of expertise.
  • 6. Coaching Opportunities
    • The more time coaches spend listening to their people and observing what those people are doing, the more opportunities they find to coach.
  • 7. MANAGEMENT BY WANDERING AROUND (MBWA) IS:
    • meeting people in their offices or work areas rather than in yours; it’s getting out and visiting.
    • listening much more than talking.
    • asking whether employees are having any problems and, if so, offering to help.
    • asking employees and others for advice and opinions.
    • catching people doing something right
  • 8. MANAGEMENT BY WANDERING AROUND (MBWA) IS:
    • carrying a little black book to note employees’ suggestions meritorious performance.
    • spotting activities, facilities, and problems that need fixing.
    • calling employees by their names and asking about their families or special interests.
    • reduces the number of needed memos and eliminates unnecessary meetings.
  • 9. Cautions Concerning MBWA:
    • MBWA can backfire if the “wanderers” are perceived as spies, inspectors, critics, etc.
    • MBWA is not rambling around smiling and waving or saying, “How are you doing?”
    • MBWA is not nitpicking, interrupting work, or spreading gossip.
  • 10. For Employee Self-Sufficiency
    • Do not overdo the helping-hand character of coaching by allowing employees to take advantage of your assistance
  • 11. Coaches --
    • Defend and protect employees from outside harassment.
    • Facilitate employee activities so they can best do their work
    • Empower their staffs to think for themselves
    • Support staff in any reasonable way possible
  • 12. Feedback
    • Failure to deliver praise when it is deserved is to overlook one of the most powerful motivators available to the supervisor.
  • 13. Feedback: What to Praise
    • Always praise performance that goes above and beyond the call of duty, performing helpful actions that are not always expected or not usually part of one’s regular job.
  • 14. When Not to Praise
    • Do not hand out praise when it is clearly insincere or represents only flattery.
    • Do not praise when it is not earned.
    • Do not praise when doing so might embarrass you, the recipient, or others.
    • Do not dispense praise before you are certain who has really earned it.
  • 15. Praise Should Not Be Delayed
    • Praise, like criticism, is time sensitive; the longer it is delayed, the weaker and less relevant it becomes.
  • 16. Feedback: Criticism
    • How we react to criticism depends on:
    • Who is delivering the criticism
    • How legitimate we believe the criticism to be
    • Who else hears it
    • How fragile our sense of self-worth is
    • How high our stress level is at that moment
  • 17. To Criticize While Preserving Self-Esteem
    • The keys to this are:
    • Always criticize in private
    • Always include guidance on how to correct the errant behavior; this is what makes criticism constructive
  • 18. COACHING PITFALLS
    • Using the same approach to coaching all employees.
    • Believing that you have all the right answers.
    • Neglecting the coaching process because you do not think you have the time.
    • Labeling employees; fitting them with any label that constitutes a stereotype.
  • 19. Coaching Pitfalls (more)
    • Addressing attitude, personality, or character rather than outcomes or ­behavior
    • Failing to allow leeway in how things get done
    • Overusing criticism or undeserved praise
    • Offering excessive amounts of unsolicited advice