4. CHANGE is not easy.
But it is simple.
Things will always CHANGE.
5. We don’t have a choice; we do have
a choice on how we react to change.
The choice really boils down to this:
Either we manage change, or it will
manage us.
13. A business man had just turned
off the lights in the store when a
man appeared and demanded
money. The owner opened a cash
register. The contents of the cash
register were scooped up, and the
man sped away. A member of the
police force was notified
promptly.
20. Coaching
Is helping to identify skills and
capabilities that are within the
person, and enabling them to use them
to the best of their ability – and by that
increasing the independence within the
individual, and reducing reliance.
21. Coaching Is Not …
Managing is making sure people do
what they know how to do.
Training is teaching people to do
what they don’t know how to do.
Mentoring is showing people how
Understanding the people who are really good at
Coaching doing something do it.
22. Time For Coaching
How much of your time should be
devoted to coaching your people?
20% of your time? 10%? 5%? 2%?
23. Let’s look at 2%!
There are 2000 hours in a year
(40hrs/50weeks). 2% of 2000 hours
yields 40 hours of coaching per year. That
translates to 48 minutes of coaching per
workweek. Can you spare that?
You need to….
24. A recent study found that 80% of
employees who had been coached by
their manager felt a strong sense of
commitment to their organization, versus
46% of employees who had no coaching.
25. In another study, Career Systems
International asked people to identify
the reason why they stay at their current
organization. 46% of respondents
reported that they stayed because the
organization provided career growth and
development. Coaching is one of the key
ways to help people grow and develop
their careers.
26. “But I’m too busy to schedule coaching
sessions with my staff.”
Formal or Informal Coaching?
I have found that most people report the
more often they provide on-the-spot
coaching, the less often they need to
hold more formal coaching sessions.
31. Six Managerial Styles
Coercive
Manager who uses this is intent on
obtaining immediate compliance
from employees. Conversation is one
way.
Very directive. He/She tightly
controls situations and emphasizes
negative rather than positive
Management Style feedback.
The manager wants employees to do
their work exactly as the manager
wants it.
32. Six Managerial Styles
Authoritative
The manager’s goal here is to provide
vision and focused leadership. Long
term thinking and a clearly stated
direction.
Decisions are made by the manager
Management Style
but some employee input is sought
to reality test decisions. This style
also relies on the skillful use of
influence to gain employee buy-in to
decisions. A firm but fair approach.
33. Six Managerial Styles
Affiliative
Manager uses this to promote
harmony, cooperation and good feelings
among employees.
Affiliative actions include
accommodating family needs that
conflict with work goals, quickly
smoothing tensions between
employees, or promoting social activities
Management Style within the team.
The manager pursues being liked as a
way to motivate people. He/she puts
people first and tasks second.
34. Six Managerial Styles
Democratic
Manager focuses on building group
consensus and commitment through
group management of the decision-
making process.
Requires a hands-off style and a heavy
emphasis on team participation.
Employees are trusted to have the skills,
knowledge and drive to come up with
Management Style decisions to which everyone is
committed.
Manager’s role is only to fine-tune and
approve the plan.
35. Six Managerial Styles
Pacesetting
Manager uses this style to focus on
accomplishing a great deal of top
quality work him or herself.
Employees are thought capable of
achieving their own goals with little
supervision.
When performance is not up to
Management Style standard, the manager will do it him
or herself.
Emphasis on “Doing it myself”
36. Six Managerial Styles
Coaching
Directed towards professional growth of
employees.
Manager focuses on helping employees
identify their strengths and weaknesses,
improvement areas and set
development plans that foster career
goals.
Management Style
Manager creates an environment that
supports honest self-assessment and
treats mistakes as learning opportunities
in the development process.
37. Identifying your management style is
important to your success.
Understanding when to adjust your
style is the key to achieving
management goals.
38. Goals
Set reasonable and measurable goals for
yourself and team
Connect with the departmental goals
Must support the company’s mission
39. People run this company -
without well coached, well
trained and well informed
employees, it will fail!
40. Simple Rule For Your Management Style:
“Do unto others as you would have
others do unto you”
