Strategic discussions with team members coaching mechanism
Strategic Discussions with Team Members- Coaching MechanismCoaching is a distinct, proven and successful strategy that bridges the path betweenthe manager and non-key personnel (member of a manager’s team) to gain a win-winsolution however difficult the situation might seem to be. The key element ofcoaching mechanism for success, better performance and motivation is asking self-realization questions so that the non-key personnel gets to agree/ self-realize whatmanager intends to communicate about his/her performance. Coaching is nottraining, councelling, mentoring or councelling and is significantly different from allthe rest of them. It is a craft and if handled subtly brings the desired result and in allprobabilities avoids conflict between the manager and non-key personnel especiallyduring an appraisal schedule. Most often out of every 10 appraisals at least 1 tends toget escalated to higher up(s). It only demonstrates to the higher up(s) the inability ofthe manager to handle conflicting situations though the management knows that themanager in question is correct in his rating mechanism. In the process, the escalationmight tell upon the appraisal of the manager himself.Coaching very well serves as a solution to avoid conflicts. As a matter of fact, if thequestions are asked as described within the coaching mechanism, there shouldideally be no room for disagreements or aggravated disagreements better termed asconflicts. This triggers the thought of feedback in our minds. Often appraisals arethought by both managers and non-key personnel as feedback. On the contrary,appraisal is a tool to understand the performance of non-key personnel in terms ofactual delivery against set standards. Most of the companies compare actual deliveryof each non-key personnel against the average team performance. Coaching is amethod of feedback but does not sound like feedback or any such thing associatedthereof.Some people tend to use the terms coaching, mentoring, and traininginterchangeably. However, as I said earlier each of them is significantly differentfrom the other.Mentoring is often thought of as the transfer of wisdom from a wise and trustedteacher. He/she helps to guide a person’s career, normally in the upper reaches ofthe organization. However, this perception is starting to change as organizations arenow implementing mentoring at all levels of the companys structure. Mentor comesfrom the age of Homer, in whose Odyssey; Mentor is the trusted friend of Odysseusleft in charge of the household during Odysseuss absence. Origin of Mentoring -(Greek 1699; French 1749; and English 1750).
Councelling is professional guidance in resolving personal conflicts and emotionalproblems. It is more of a medical term mostly around Psychology and comes fromtimes starting 1175–1225.Training is about teaching or instructing a particular skill or knowledge and isnormally given in a formal environment. And during the course of training thetrainer speaks mostly and the personnel listens. The idea is that the trainee listens,understands and eventually delivers the required performance.Coaching, on the other hand, is about increasing an individuals knowledge andthought processes by means of self realization in association with his actualperformance. It creates a supportive environment that develops critical thinkingskills, ideas, and behaviors about performance in the areas of productivity, quality,value addition and process re-engineering. The main difference between coachingand training is that the former is normally done in real time every first time till thelast and is an ongoing process! The coach uses actual performance reports to helpthe personnel increase his or her performance. While with training, learning isperformed either within a classroom or on the floor (on the system). Mentoring ismore career developing in nature, while training and coaching are more task orprocess orientated. Also, mentoring relies on the mentors specific knowledge andwisdom, while coaching and training relies on facilitation and developmental skills.Although there are these differences, you could say that the three are synergistic andcomplementary, rather than mutually exclusive as most people would agree that agood coach trains and mentors, a good trainer coaches and mentors, and a goodmentor trains and coaches.A performance coach is also a: Leader - who sets the example and becomes a role model. Facilitator - is able to instruct a wide verity of material. Team Builder - pulls people into a unified team. Peace Keeper - acts as a mediator. Pot Stirrer - brings controversy out in the open. Devils Advocate - raises issues for better understanding. Cheerleader - praises people for doing great. Counselor - provides personal feedback that is off the work.For debates/arguments please write to me at firstname.lastname@example.org withsubject line reading “Strategic Discussions With Team Members-Coaching Mechanism”. Please keep your data ready!