Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Managing leading and coaching

463 views

Published on

Differeneces between managing, leading and coaching

Published in: Business, Health & Medicine
  • Be the first to comment

  • Be the first to like this

Managing leading and coaching

  1. 1. Managing, Leading andCoaching Presented by Sue Lindgren, CMEC From YESS! and Ideal Coaching Copyright © 2005 ideal Coaching. All rights reserved.
  2. 2. To begin with…  Are you responsible for attaining results through other people?  If so (and more importantly), are you good at it?  How do you know?  Is that the job of a manager, leader and/or coach? Copyright © 2005 ideal Coaching. All rights reserved.
  3. 3. Facts  Leadership accounts for 15% of the success of any organization - Warren Bennis  Both leadership and management are important, but not interchangeable – completely different  Not everyone within the organization is to be a leader – we can’t lose site of our primary role  Natural talents are required for great leaders – same for great managers – you can improve, but if you lack a few core talents, you can’t succeed at either  Coaching is an imperative competency for anyone working within a leadership or management role Copyright © 2005 ideal Coaching. All rights reserved.
  4. 4. The way that it is  Excess Access/Drive Thru Learning  Ifyou can’t learn to learn, you will suffer  Information/Knowledge/Wisdom  Filter  Focus Copyright © 2005 ideal Coaching. All rights reserved.
  5. 5. How much do we know? Copyright © 2005 ideal Coaching. All rights reserved.
  6. 6. What’s the value in declaringyourself a beginner?  Beginner  Minimally Competent  Competent  Expert  Master Copyright © 2005 ideal Coaching. All rights reserved.
  7. 7. Great Managers A great manager’s starting point is each employee’s talents – they can transform each employees talents into performance  Great managers make employees believe that your success is their primary goal – emotionally not rationally  Great mangers change the role or tweak it to have them succeed - a natural coach Copyright © 2005 ideal Coaching. All rights reserved.
  8. 8. Great Leaders  Optimism and Ego are the talents of a great leader  Leaders believe that despite the odds they have what it takes to overcome the odds  Leaders rally people toward a better future.  Restless for change  Impatient for progress  Deeply dissatisfied with the status quo  Friction between what is and could be stirs you up Copyright © 2005 ideal Coaching. All rights reserved.
  9. 9. Manager and Leader  Great managers see people as a means in and of themselves  Great leaders see people as a means to a performance end  If you want to manage, begin with the person  If you want to lead, begin with the picture of where you’re headed Copyright © 2005 ideal Coaching. All rights reserved.
  10. 10. What is coaching and where does it fit?  What is coaching?  Distinguish the following:  Manger  Leader  Consultant  Teacher  Mentor  Trainer  Therapist/Counselor  Coach Copyright © 2005 ideal Coaching. All rights reserved.
  11. 11. Components of a Worldview  Immediate Circumstances  Objectives  Vision/Senseof Possibility  Values and Beliefs  Frame of Mind  BackgroundCopyright © 2005 ideal Coaching.All rights reserved.
  12. 12. How Coaching Works - ontologically Ou tc Wo Thi guage om Lan nk i n rldv es iew g& Pra c t ice s Act nsioCopyright © 2005 ideal Coaching.All rights reserved.
  13. 13. Excellence and Achievement  What sustains excellent performance? Excellence is rarely a function of one off achievement, but rather a result of repeated practice and incremental improvement. Marcus Buckingham Copyright © 2005 ideal Coaching. All rights reserved.

×