Emotional intelligence refers to the ability to identify, use, understand, and manage emotions in positive ways to relieve stress, communicate effectively, empathize with others, overcome challenges, and defuse conflict. It impacts how we manage behavior, navigate social complexities, and make personal decisions that achieve positive results.
7 Ways Soft-Skills Power Organizational PerformanceBambooHR
Succeeding in today's increasingly competitive global landscape calls for our organizations to leverage everything they can, and increasingly, that leverage is coming down to your employees' soft skills.
But while it's easy (well, easier) to measure and hire for hard-skills competency, it's very difficult to recognize and hire for soft skills. And once hired, it becomes even more of a task to build these soft skills in our employees.
In this slideshare we'll take a hard look at the soft skills that really enable organizations to succeed. From recruiting to learning and development and performance management to the exit interview, we'll show how soft-skills focus can dramatically impact your company's bottom line.
In this slideshare, you will learn:
• Soft skills: What are they anyway?
• Soft skills and recruiting: The secret to successful hires
• What the bottomline results are for soft skills
• How to teach, measure, and mentor soft skills
20 Tips to Improve Productivity with Microsoft TeamsChristian Buckley
Presentation delivered via webinar on May 21st, 2020 by Russ Basiura (@russbasiura), a Microsoft Teams Evangelist at Accel365, and Christian Buckley (@buckleyplanet) a Microsoft MVP and Regional Director and the Founder of CollabTalk LLC. In this session, we share 20 of our favorite productivity tips to help you get more out of the #MicrosoftTeams platform.
18 warning signs you need to be a better manager... plus tips to improve!Halogen Software
Even the best managers are always looking for ways to improve (that’s what makes them great). No matter what your weaknesses are, we have tips – 18 of them – that will help you be your best.
Some of these managerial missteps may sound familiar:
- You constantly change your mind about project direction
- You say you keep an eye on things; your employees say you micromanage
- You're never wrong, no matter what happens
- You avoid dealing with employee issues until the situation gets out of hand
Check out this SlideShare, 18 Warning Signs You Need to be a Better Manager, and make it your year to shine as a manager.
7 Ways Soft-Skills Power Organizational PerformanceBambooHR
Succeeding in today's increasingly competitive global landscape calls for our organizations to leverage everything they can, and increasingly, that leverage is coming down to your employees' soft skills.
But while it's easy (well, easier) to measure and hire for hard-skills competency, it's very difficult to recognize and hire for soft skills. And once hired, it becomes even more of a task to build these soft skills in our employees.
In this slideshare we'll take a hard look at the soft skills that really enable organizations to succeed. From recruiting to learning and development and performance management to the exit interview, we'll show how soft-skills focus can dramatically impact your company's bottom line.
In this slideshare, you will learn:
• Soft skills: What are they anyway?
• Soft skills and recruiting: The secret to successful hires
• What the bottomline results are for soft skills
• How to teach, measure, and mentor soft skills
20 Tips to Improve Productivity with Microsoft TeamsChristian Buckley
Presentation delivered via webinar on May 21st, 2020 by Russ Basiura (@russbasiura), a Microsoft Teams Evangelist at Accel365, and Christian Buckley (@buckleyplanet) a Microsoft MVP and Regional Director and the Founder of CollabTalk LLC. In this session, we share 20 of our favorite productivity tips to help you get more out of the #MicrosoftTeams platform.
18 warning signs you need to be a better manager... plus tips to improve!Halogen Software
Even the best managers are always looking for ways to improve (that’s what makes them great). No matter what your weaknesses are, we have tips – 18 of them – that will help you be your best.
Some of these managerial missteps may sound familiar:
- You constantly change your mind about project direction
- You say you keep an eye on things; your employees say you micromanage
- You're never wrong, no matter what happens
- You avoid dealing with employee issues until the situation gets out of hand
Check out this SlideShare, 18 Warning Signs You Need to be a Better Manager, and make it your year to shine as a manager.
The Productivity Secret Of The Best LeadersOfficevibe
Content by Jacob Shriar & Kevin Kruse.
In this Officeviibe presentation, you'll see:
- 3 biggest problems leaders face and what you can do to fix them
- The secret to time management
- Examples from great leaders
- You'll find bonus content
Developing the Coaching Skills for Your Managers and LeadersErin Boettge
What are the obligations of managers? The answer to this question varies from organization to organization based upon a number of factors such as industry, culture, department, skill level of the team, etc. Regardless of the organization, at the very heart of this question lies a dilemma.
Managers may have to perform well, depending upon a variety of situations at various places along a continuum, ranging from ensuring employees comply with established processes and procedures at one end, to career development and skill improvement towards the other end. Who’s to say which of the outcomes is more or less important?
In fact, we’d probably agree that the outcomes suggested by such a continuum are all important depending upon the situation. With so many possible outcomes and objectives legitimately competing for our managers’ attention, are there a set of uniform skills or competencies we can use to guide our managers ongoing training and development?
In this webinar you’ll learn:
Why coaching skills are important for your managers, leaders and organization
What is coaching and how to apply key skills to align with specific employees and situations
An overview of traditional coaching models and what you can do to improve them
How we can get managers to make time to coach
A “coaches toolkit” that includes emerging competencies for managers and leaders
The key difference between coaching and mentoring
Third-party global research commissioned by
the O.C. Tanner Institute, featuring quantitative
and qualitative studies, proves frequent and
effective employee recognition is highly
correlated to increased engagement,
productivity, innovation, trust, and tenure.
Agile Quote provides you with inspirational quotes on Agile software development delivered to you daily.
Quotes are from on-the-ground practitioners and speakers of the Agile community and contain links to resource and how-to-find more information.
Some quotes are not directly connected to agile software development, but somehow related ;-)
To celebrate 1000th quote milestone, we gathered top 20 most popular quotes to share here.
How to Be Happy at Work - 10 Simple Tips That WorkD B
Do you want to learn how to be happy at work? Here are 10 simple things that you can do that are proven to work.
By Officevibe, the Simplest Employee Engagement tool
Read the full article on Officevibe:
www.officevibe.com/blog/happy-at-work-infographic
Download our free resources about engagement and happiness:
https://www.officevibe.com/resources
Follow us on Facebook:
www.facebook.com/officevibe
Share your thoughts on Twitter !
https://twitter.com/Officevibe
Toolkit for Employees: Giving and Receiving FeedbackNext Jump
This is the Next Jump tool kit for employees to get started giving and receiving feedback. This is focused on building the habits of feedback, based on the lessons and insights from Next Jump.
The Trust Equation - A presentation by Javan Bramhall at Pathway2Grow The Pathway Group
This is the powerpoint slides used by Javan Bramhall from Digital Glue talking about "The Trust Equation" - The presentation was delivered at a Pathway2Grow Business Networking event in August 2015 to an audience of over 60 Business owners
Most of the Managers fail to keep a blend of motivation and improvement while giving feedback to their team members. This presentation will help you give feedback effectively.
This program teaches managers how to convert their conversation into coaching conversation. Imbed it in their day to day conversation with teams to ensure high performance, ownership and engagement amongst the team.
This program focuses on What, Why and How of Coaching. Easy to learn, understand and apply.
The Productivity Secret Of The Best LeadersOfficevibe
Content by Jacob Shriar & Kevin Kruse.
In this Officeviibe presentation, you'll see:
- 3 biggest problems leaders face and what you can do to fix them
- The secret to time management
- Examples from great leaders
- You'll find bonus content
Developing the Coaching Skills for Your Managers and LeadersErin Boettge
What are the obligations of managers? The answer to this question varies from organization to organization based upon a number of factors such as industry, culture, department, skill level of the team, etc. Regardless of the organization, at the very heart of this question lies a dilemma.
Managers may have to perform well, depending upon a variety of situations at various places along a continuum, ranging from ensuring employees comply with established processes and procedures at one end, to career development and skill improvement towards the other end. Who’s to say which of the outcomes is more or less important?
In fact, we’d probably agree that the outcomes suggested by such a continuum are all important depending upon the situation. With so many possible outcomes and objectives legitimately competing for our managers’ attention, are there a set of uniform skills or competencies we can use to guide our managers ongoing training and development?
In this webinar you’ll learn:
Why coaching skills are important for your managers, leaders and organization
What is coaching and how to apply key skills to align with specific employees and situations
An overview of traditional coaching models and what you can do to improve them
How we can get managers to make time to coach
A “coaches toolkit” that includes emerging competencies for managers and leaders
The key difference between coaching and mentoring
Third-party global research commissioned by
the O.C. Tanner Institute, featuring quantitative
and qualitative studies, proves frequent and
effective employee recognition is highly
correlated to increased engagement,
productivity, innovation, trust, and tenure.
Agile Quote provides you with inspirational quotes on Agile software development delivered to you daily.
Quotes are from on-the-ground practitioners and speakers of the Agile community and contain links to resource and how-to-find more information.
Some quotes are not directly connected to agile software development, but somehow related ;-)
To celebrate 1000th quote milestone, we gathered top 20 most popular quotes to share here.
How to Be Happy at Work - 10 Simple Tips That WorkD B
Do you want to learn how to be happy at work? Here are 10 simple things that you can do that are proven to work.
By Officevibe, the Simplest Employee Engagement tool
Read the full article on Officevibe:
www.officevibe.com/blog/happy-at-work-infographic
Download our free resources about engagement and happiness:
https://www.officevibe.com/resources
Follow us on Facebook:
www.facebook.com/officevibe
Share your thoughts on Twitter !
https://twitter.com/Officevibe
Toolkit for Employees: Giving and Receiving FeedbackNext Jump
This is the Next Jump tool kit for employees to get started giving and receiving feedback. This is focused on building the habits of feedback, based on the lessons and insights from Next Jump.
The Trust Equation - A presentation by Javan Bramhall at Pathway2Grow The Pathway Group
This is the powerpoint slides used by Javan Bramhall from Digital Glue talking about "The Trust Equation" - The presentation was delivered at a Pathway2Grow Business Networking event in August 2015 to an audience of over 60 Business owners
Most of the Managers fail to keep a blend of motivation and improvement while giving feedback to their team members. This presentation will help you give feedback effectively.
This program teaches managers how to convert their conversation into coaching conversation. Imbed it in their day to day conversation with teams to ensure high performance, ownership and engagement amongst the team.
This program focuses on What, Why and How of Coaching. Easy to learn, understand and apply.
This session will utilize coaching skills to create a culture of learning and career development. Do your leaders see employee engagement as a survey, program, or completing a course? Do you want your leaders and employees to convert feedback and conversations into meaningful action and growth? Unconscious bias, resistance to feedback and organizational politics can make it challenging to measure the needs of your teams and organizations. With the coaching skill everyone can be equipped to help drive learning and growth.
You Can Still Get More Scene Templates & Backgroud Videos... Without Signing Up For Subscription
Get Discounted Access To Additional Scene Templates & Backgroud Videos With One Off Investment
Just as the top athletes depend on their coaches, so coaching can help even the best managers to improve their performance at work. Roderic Gray explains what coaching is and how it can help
Tonya shirelle | Life Coaching And Personal Coachingtonyashirelle
Life coaching can be effective in many situations, for example in helping a person's career direction and development, or for personal fulfillment or life change more generally.
This is my review about the book. each one of us need a personal plan not only because our life is limited. But about the quality of the time! how we can live the life with quality because we deserve a god journey .
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
Buy Verified PayPal Account
Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
PayPal Services Features-
🟢 Email Access
🟢 Bank Added
🟢 Card Verified
🟢 Full SSN Provided
🟢 Phone Number Access
🟢 Driving License Copy
🟢 Fasted Delivery
Client Satisfaction is Our First priority. Our services is very appropriate to buy. We assume that the first-rate way to purchase our offerings is to order on the website. If you have any worry in our cooperation usually You can order us on Skype or Telegram.
24/7 Hours Reply/Please Contact
usawebmarketEmail: support@usawebmarket.com
Skype: usawebmarket
Telegram: @usawebmarket
WhatsApp: +1(218) 203-5951
USA WEB MARKET is the Best Verified PayPal, Payoneer, Cash App, Skrill, Neteller, Stripe Account and SEO, SMM Service provider.100%Satisfection granted.100% replacement Granted.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
3. How to Coach: a Manager’s Guide Page 3 of 58
Contents
Welcome 4
Introduction 5
Chapter 1 Coaching Skills 8
1.1 Improving Your Listening Skills 9
1.2 Developing Good Communication Skills 11
1.3 Asking Better Questions 13
1.4 Learning Emotional Intelligence 14
1.5 Building Trust 16
1.6 Drawing This Together 17
Chapter 2 Coaching Individuals 18
2.1 Useful Coaching Models 19
2.2 Setting up a Coaching Relationship 22
2.3 Informal Coaching 26
2.4 Drawing This Together 29
Chapter 3 Coaching Teams 30
3.1 Understanding Team Dynamics 31
3.2 Defining Your Expectations 33
3.3 Evaluating Rewards and Recognition 37
3.4 Team Coaching Processes 39
3.5 Drawing This Together 40
Chapter 4 Coaching Yourself 41
4.1. Identifying Your Strengths and Weaknesses 41
4.2. The GROW Model 42
Chapter 5 Your Coaching Action Plan 48
Chapter 6 What’s Next? 58
4. How to Coach: a Manager’s Guide Page 4 of 58
James Manktelow, CEO, MindTools.com
If you’ve ever had a manager who nurtured your abilities
and worked with you to set challenging but realistic goals,
you’ll know how much difference coaching can make to
your career – and to the success of your organization.
Coaching can help your team to communicate better,
to overcome conflict, to accept change, to think
creatively, and to work together more effectively.
But most managers are given no formal training in
coaching, and many feel daunted by the prospect of
doing it. So, they allow this essential tool for personal
and team development to fall by the wayside.
That’s why we created this How to Coach toolkit. It can
enable you to fulfill one of your key responsibilities as
a manager: helping your team members to grow, and to
realize their full potential. What’s more, you’ll likely find
that you benefit from the process just as much as they do.
I hope you enjoy it!
Coaching is a powerful way to
increase happiness, engagement
and productivity in your team.
How to Coach:
a Manager’s Guide
James Manktelow
CEO, MindTools.com
5. How to Coach: a Manager’s Guide Page 5 of 58
Coaching skills are a valuable asset for any
manager. A study by Deloitte found that leaders
who frequently coached their teams improved
their business results by 21 percent.
So, it’s no surprise that an increasing number of
workplaces consider coaching to be a worthwhile
investment. In a survey by the Conference
Board Council, 61 percent of the participating
organizations used some form of internal coaching.
One reason for this increase is that people who
receive coaching can reap considerable benefits.
Research by PwC found that, of the participants
who had received coaching:
• 80 percent had increased self-confidence.
• 73 percent had improved relationships.
• 72 percent had improved communication skills.
• 67 percent reported a better work-life balance.
Numbers like these will likely appeal to any leader,
in any industry!
But, despite the evidence that effective coaching
can make a difference, most managers have very
little training in how to do it. The good news is that
coaching is a skill that you can learn.
Introduction
“I haven’t got time for coaching! And who needs it,
anyway?” If this is your first reaction to what might
feel like just another burdensome task, read on.
6. How to Coach: a Manager’s Guide Page 6 of 58
What Will Coaching Do for Me?
We’ll tell you right now, coaching isn’t easy – at
least, not if you want to do it well. However, it can
be a rewarding and inspiring experience, especially
when you see your team racing ahead as a result.
When you coach your team members, you may
find that your own job satisfaction increases, too,
and that you have a deeper sense of purpose
and meaning at work. What’s more, you’ll likely
strengthen your relationship with your team.
But first, you need to gain the knowledge and
confidence to be an effective coach.
This workbook will guide you through the essential
coaching skills.
You will learn:
• How to develop good listening skills, emotional
intelligence and trust, so that you can establish
strong coaching relationships.
• How to coach individual team members.
• How to coach your whole team.
• How to coach yourself.
And, by working through the exercises in each
chapter, you’ll gain a deeper understanding of the
topic and reinforce what you’ve learned.
But first, let’s deal with those time pressures and
To-Do Lists that dominate your life. Consider how
a small investment now in effective, targeted
coaching can save you and your team large
amounts of time and effort in the future.
Purpose and enthusiasm will grow, errors will
decrease, and loyalty and collaboration will build.
And you’ll likely find yourself dealing with less
conflict, and delegating more.
ACTION
Take a look at our Time Management resources
for help with heavy workloads, prioritizing,
having better meetings, and more. Practice
protecting your time for the really important
stuff – including coaching!
7. How to Coach: a Manager’s Guide Page 7 of 58
What makes a great coach? Write down your ideas, below.
Which of these skills do you already have?
Which of these skills do you need to develop?
TIP
For more insight into your coaching skills, and for advice and guidance on how to develop your people
effectively, take our quiz, How Good Are Your Coaching Skills?
8. How to Coach: a Manager’s Guide Page 8 of 49
1. Coaching Skills
A report by the International Coaching Federation
shows that thousands of coaching clients valued
rapport and compatibility more highly than
a coach’s formal education, or his or her years
of experience.
This gives you an advantage – because, as
a manager, you already have good working
relationships with your team members.
But coaching requires other important
skills, too. These include:
• Listening.
• Communicating.
• Questioning.
• Emotional intelligence.
• Developing trust.
In this chapter, we’ll look at these skills in more
detail, and discuss how you can improve each one.
A coach is someone
who tells you what you
don’t want to hear, and
has you see what you
don’t want to see, so
you can be who you
have always known
you can be.
Tom Landry, NFL coach
“
”
Feedback from people who have received coaching
suggests that a coach’s most important attributes are
personal rapport, confidence, and a sense of humor.
3 4 6
5
Coaching
Skills
Coaching
Individuals
Coaching
Teams
Coaching
Yourself
What’s
Next?
Your Coaching
Action Plan
2
1
9. How to Coach: a Manager’s Guide Page 9 of 49
1.1. Improving Your Listening Skills
The ability to listen well is the most important
coaching skill. It’s key to understanding what the
other person is saying on the surface, and to finding
out what he or she means on a deeper level.
Specifically, you need good active listening skills.
This means that you give your full attention to
the other person, and that you’re not distracted
by thinking of follow-up questions or counter-
arguments. You also need to be aware of the
person’s body language, and how it aligns with
(or differs from) what he says.
When you’re listening actively, give subtle clues to
show that you’re paying attention. For example, nod
your head and use words like “Yes,” or agree with
an “Uh huh,” when the person is talking. You can
also paraphrase what you’ve just heard to confirm
that you’ve understood it. For example, you might
say, “What I’m hearing is…” or, “If I understand what
you’re saying… .”
Another useful skill is empathic listening. This is
similar to active listening, but it also requires you
to make a concerted effort to understand what the
speaker is saying on an emotional level, as well as
an intellectual level.
To listen empathically, pay attention to what’s being
said – and what isn’t. Keep in mind that what the
speaker holds back is sometimes as important as
what she communicates.
Try to keep your own thoughts and opinions out
of the conversation, and to focus on the other
person. Listen carefully to his vocal tone and
inflection, and watch his facial expressions closely.
Ask yourself, “How is this person feeling about
what he’s telling me?”
Mindful listening takes this a stage further, as it
enables you to listen without judgment or criticism.
The key is to listen “in the moment” – to be aware
of your own thoughts and reactions to what is being
said without allowing them to distract you from the
speaker’s message. This ensures that you remain
open and receptive to other people’s ideas.
TIP
Takeourquiz,HowGoodAreYourListeningSkills?,
to gain a better understanding of how well you
listen, and to learn ways to improve.
10. How to Coach: a Manager’s Guide Page 10 of 58
ACTION
Practice active listening with a friend or
colleague, and answer the questions below.
1. Did the other person’s body language align with what she said?
2. Did active listening help you to understand the other person? If so, how?
3. How could active listening improve your relationships in your personal and professional lives?
11. How to Coach: a Manager’s Guide Page 11 of 58
1.2. Developing Good Communication Skills
To be an effective coach, you need to know how
to communicate your thoughts and ideas clearly.
The other person will rely on your expertise and
guidance, so it’s vital that you get your message
across without causing confusion.
Part of effective communication is keeping your
opinions and assumptions out of the conversation.
This is especially true in coaching, where the focus
is always on the coachee. But it’s easier said than
done, and many of us insert our opinions into
a discussion without even realizing it!
Here’s an example. Javier is talking to his coach,
Susan, about how he’s not been able to devote any
time to leadership development – a goal that both
of them agreed was important for his career.
Susan: So tell me what has happened this week.
Javier: I just couldn’t find the time to read that
leadership development book, or work on the
exercises you gave me.
Susan: Was it your boss again? Did he add more to
your workload?
Javier: Yes, he did.
Susan: That probably made you feel stressed and
unappreciated, right?
Javier: Yes, it doesn’t make me feel good when he
does that. I already have too much to do.
At first, it might seem that Susan correctly identified
that Javier’s problem was his boss. But, if you look
more closely, you’ll see that Susan assumed that this
was the case. Then, she steered the conversation
in a particular direction with her suggestion that the
increased workload made Javier feel “stressed
and unappreciated.”
By asking a different set of questions, Susan could
have helped Javier to come to his own realization
about his time management – which might have
had nothing to do with his boss!
This simple example shows how easy it is to
influence a conversation with your choice of
words, phrases and questions.
You can avoid this in your coaching conversations
by learning to use Clean Language. This technique
was developed by David Groves in the 1980s,
and it enables coaches to avoid using words and
metaphors that might affect their clients’ thoughts
and feelings.
The Clean Language technique is useful because it
helps the coachee to arrive at his own realizations,
without being influenced by you. This allows him to
develop greater self-awareness, and means that
he will more likely identify the real cause of his
problems correctly.
Try to limit your own use of metaphors when
you’re coaching. But do pay close attention to the
metaphors that your coachee uses, as they can
offer powerful clues to how he feels about the
subject you’re discussing.
TIP
Take our self-test, How Good Are Your
Communication Skills?, to discover your
communication strengths and weaknesses,
and to learn how you can improve them.
12. How to Coach: a Manager’s Guide Page 12 of 58
ACTION
For the next few days, pay attention to the metaphors that you use in your everyday speech. Write
them down in the table, below.
Here are a few examples of common metaphors:
• I can’t digest what you’re telling me.
• I need to build my leadership skills.
• I’m trapped in my job.
• She’s sticking her head in the sand.
• I’m over the moon about my promotion.
It can be a challenge to identify metaphors,
because we use them so often. Some are so
ingrained in the way we talk that we don’t even
realize we’re using them! But listen out for them
in your coaching sessions, as they might help
you to identify your team member’s hidden or
subconscious thoughts.
Metaphors
1.
2.
3.
4.
5.
6.
7.
8.
13. How to Coach: a Manager’s Guide Page 13 of 58
When your coachee uses a metaphor, you can ask
a series of Clean Language questions that will help
you to understand his meaning. These are:
• And is there anything else about…?
• And what kind of… is that…?
• And where is…?
• And whereabouts?
• And what happens next?
• And then what happens?
• And what happens just before…?
• And where could… come from?
• And that’s like… what?
When you use Clean Language, speak more slowly
and in a slightly deeper voice than your team
member, and try to mimic her intonation and body
language as much as possible. This can help her to
relax and open up to you.
Using Clean Language takes practice, and some of
the questions may sound a bit awkward at first. If
so, role-playing can help you to get used to them.
ACTION
Practice the Clean Language technique with
a friend or colleague. Pay attention to his
metaphors, and to any words or phrases that
might indicate how he feels. Ask Clean Language
questions to get to the root of any issues.
1.3. Asking Better Questions
Great coaches listen more than they talk. And they
ask the right questions at the right times – this helps
their coachees to understand themselves better.
When you ask questions, your goal is to find out
information that can help your team member. Don’t
take it as an opportunity to voice your own opinions!
Concentrate on asking open-ended questions.
These are questions that the other person can’t just
reply “Yes” or “No” to, and which require her to give
a more thoughtful answer. They usually begin with
“What?” “Why?” or “How?”
Then, probe for more information with follow-up
questions. Ask your coachee for more detail, to
provide an example, or to clarify what he has said.
Goodquestionersalsogivepeopleadequatetimeto
respond. When you’re coaching, make sure that you
pauseafteryouaskaquestiontogiveyourcoachee
time to think. Don’t be tempted to fill the silence!
TIP
The 5 Whys technique is a simple and effective
way to ask probing questions. And our article,
Questioning Techniques, helps you to
understand which method is suitable for
each situation.
14. How to Coach: a Manager’s Guide Page 14 of 58
1.4. Learning Emotional Intelligence
Emotional intelligence is about recognizing your
emotions, understanding why you feel a certain
way, and knowing how your behavior affects those
around you. It’s also about sensing others’ wants
and needs.
When you have emotional intelligence, you can
develop stronger relationships, control your
emotions more effectively, and know yourself
better. All of these elements allow you become
a better coach.
Emotional intelligence is made up of five elements:
1.
Self-Awareness – The ability to look inward, to
think deeply about your behavior, and to consider
how it aligns with your ethics and values.
2.
Self-Regulation – This determines the extent to
which you can control your emotions, feelings
and impulses.
3.
Motivation – People who have high emotional
intelligence know how to exchange immediate
gratification for long-term success. If you focus
on building this skill, you can coach others to do
the same.
4.
Empathy – Putting yourself in other people’s
shoes, and gaining a better understanding
of their perspectives. This trait is incredibly
important in coaching.
5.
Social Skills – People with high emotional
intelligence know how to build and maintain
good relationships.
ACTION
Use the exercises below to increase your
emotional intelligence.
1.
Think about how you react to other people in stressful situations. Are you quick to judge, or do you wait
until you have all the facts? How could you improve your behavior?
15. How to Coach: a Manager’s Guide Page 15 of 58
2.
Think back to the last time you lost control of your emotions at work. What happened? How did your
actions affect the people around you? How will you make sure it doesn’t happen again? Reflect on your
experience, below.
3.
Conduct a Personal SWOT Analysis to learn about your strengths and weaknesses. First, list your
strengths, below.
Strengths:
Take a look at your list. How could you use these skills in your coaching relationships? Write down your
ideas, below.
Now, list your weaknesses.
Weaknesses:
16. How to Coach: a Manager’s Guide Page 16 of 58
ACTION
Daily journaling can help you to develop self-
awareness. Commit to keeping a journal for the
next month. Write about what you’ve done each
day, and, more importantly, reflect on how you
felt and reacted to different situations.
When you take the time to think about your
experiences, you will learn more about yourself,
and this will make you a more empathic and
effective coach.
1.5. Building Trust
Your coaching relationships with your team
members are built on confidentiality and trust. The
process only works if your coachee is comfortable
sharing his thoughts and feelings with you. If you
don’t have trust, this won’t happen.
There are several ways to build trust in a relationship:
• Be honest. People will trust you if they know that
they can count on you to tell the truth.
• Share your experiences. Tell them about the time
you made a mistake, or experienced a failure. You
can also talk about your values or beliefs.
• Keep your word. If you make a promise to
someone, do whatever it takes (within reason!) to
stick to it. If you can’t, be upfront and explain why.
• Inspire others. Demonstrate behaviors such
as integrity, respect, loyalty, fairness, and
authenticity.
We’ll learn more about how to develop trust in the
next chapter.
How might these weaknesses affect you as a coach? What could you do to improve them? Write down
your thoughts, below.
TIP
You might be daunted by an important
but difficult conversation. Turn this into an
opportunity for a Savvy Conversation by
balancing being candid and direct with
respect, engagement and sensitivity.
17. How to Coach: a Manager’s Guide Page 17 of 58
1.6. Drawing This Together
In this chapter, we learned about the skills that
you need to be a great coach, including how to
listen, communicate, question, develop emotional
intelligence, and build trust. These are all important
for connecting with other people, and to maintain
positive relationships.
In the next chapter, we’ll look at the coaching
process itself.
Which of the skills (listening, communicating, questioning, developing emotional intelligence, and building
trust) do you think you struggle with the most? Why?
What can you do to improve these skills?
ACTION
Take a moment to think about the topics that
we’ve covered in this chapter. Then, answer the
questions in the table, below.
18. How to Coach: a Manager’s Guide Page 18 of 58
2. Coaching Individuals
One-on-one coaching is a great way to provide this
guidance. It’s the most common form of coaching,
and it’s valuable in many ways. For example, it can
help your team members to:
• Identify career goals, and develop plans to
achieve them.
• Improve their time-management and
organizational skills.
• Find the right work-life balance.
• Make better decisions.
• Develop skills to work more effectively.
• Reduce stress.
• Build more productive work relationships.
• Think positively.
In an individual coaching relationship, it’s important
thatyouarehumble,andthatyoualwaysrespectthe
otherperson’sopinions.Neverassumethatyouhave
the “right” answer. Make suggestions, but think of
yourself as a partner, not a teacher. Remember that
most of the time, the solutions to whatever issues
your team members have lie within themselves.
In this chapter, we’ll look at some useful models that
you can use to frame your one-on-one coaching
conversations. We’ll also discuss how to build
successful coaching relationships, and how you can
use coaching techniques informally, as well as in
structured sessions.
Deep down, your team members likely already
know the answers to their problems. As a coach,
your job is to guide them toward this realization.
3 4 6
5
Coaching
Skills
Coaching
Individuals
Coaching
Teams
Coaching
Yourself
What’s
Next?
Your Coaching
Action Plan
1 2
19. How to Coach: a Manager’s Guide Page 19 of 58
2.1. Useful Coaching Models
You may feel a little daunted by the prospect of
coaching another person. After all, if you’re like
most leaders, you probably haven’t received
any formal coaching training. So, how do you
know what to do or say to guide your team
member effectively?
Fortunately, there are many established models,
techniques and approaches that you can use to
structure your coaching sessions.
1. The GROW Model
The GROW Model is a simple, yet powerful,
coaching tool. GROW stands for:
• Goal.
• Current Reality.
• Options (or Obstacles).
• Will (or Way Forward).
As a manager, you’ve likely already identified
many of your team member’s issues, and that’s
OK. You can still use the GROW Model as a guide
that can help her to explore ideas, to come to her
own conclusions, and to identify what she wants
to achieve.
To use the GROW Model, follow these steps:
1. Establish a goal.
2. Examine the person’s situation.
3. Explore the options (or obstacles).
4.
Agree a plan. The coachee identifies the steps
that he needs to take, and commits to specific
actions that will move him toward his goal. At
this point it’s useful to discuss how he will stay
motivated, and the strategies that he’ll use to
overcome any obstacles that arise. Finally, set
a date to review his progress, and to revise the
plan if necessary.
ACTION
Use the GROW Model to identify your own
challenges and issues. In the table, below, write
down the questions you ask yourself as you
work through the process. These can be a useful
starting point for coaching other people.
Questions
1.
2.
3.
4.
20. How to Coach: a Manager’s Guide Page 20 of 58
• Guide – This approach is best for people who
have high will, but low skill.
• Delegate – Use this with people who have high
skill and high motivation.
• Direct – Use this approach with people who
have low skill and low will.
• Excite – Use this for people who have high skill,
but low motivation.
For example, if you are working with someone in
the Direct quadrant, you might want to set clear
guidelines, manage her progress closely, and
encourage her to discuss any deadlines with you.
But you could take a more “hands off” approach
to coaching a team member who falls into the
Delegate quadrant.
From “The Tao of Coaching” by Max Landsberg. Published by Profile
Books, 2003. Reproduced with permission.
2. The Skill/Will Matrix
Your team members all have their own needs,
personalities, skills and abilities. This means that
you will need to tailor your approach to fit each
individual.
The Skill/Will Matrix, developed by coach and
author Max Landsberg in 2003, can enable you
to find the appropriate coaching style for every
situation.
The matrix (see figure 1, right) is divided into four
quadrants. Each quadrant represents a different
coaching style:
Figure 1 – The Skill/Will Matrix
21. How to Coach: a Manager’s Guide Page 21 of 58
ACTION
Think about the people in your team. Where would you place each of them on the Skill/Will Matrix?
Plot each one in the table, below.
3. Solution-Focused Coaching
The Solution-Focused Coaching approach helps
you to identify what your team member wants, and
how he can achieve it. Your aim is not to examine
why a specific problem is occurring, but to find
a solution. This helps you to avoid dwelling on the
negatives. It’s a simple and positive way to coach
someone.
There are four steps in a solution-focused approach:
1. Identify a goal or solution.
2. Create a plan.
3. Take action and monitor progress.
4. Change what isn’t working.
This model is effective for most people, in most
situations. However, if your team member wants to
explore the deeper issues behind her behavior or
actions, you might want to take a different approach.
Name of Team Member
1.
2.
3.
4.
5.
6.
Quadrant
22. How to Coach: a Manager’s Guide Page 22 of 58
2.2. Setting up a Coaching Relationship
Trust and rapport are two of the most important
aspects of a successful coaching relationship.
Without them, your team member is unlikely to
share his thoughts and feelings with you.
Building Trust
There are several ways to develop trust with your
team member:
Demonstrate Your Credibility
Your coachee needs to feel that you have the
knowledge and skills to help her. That is why
credibility is so important.
Your existing relationship with your colleague likely
makes you a credible coach, but remember that
your role as a coach is very different from your role
as a manager.
In your coaching sessions, show confidence
by avoiding hesitation, making eye contact,
and smiling. But, if you don’t have all the answers,
don’t be afraid to admit it. If you’re open and
honest with your team member, your credibility will
increase. What’s more important is that you have
the resources to find the answers together.
Show Your Reliability
Another important aspect of building trust is
reliability. Your team member needs to know that
he can depend on you, in every situation.
To show that you’re reliable, make sure that you
do what you say you’ll do, without fail. Be sure
to turn up for your coaching sessions on time, to
return messages and calls promptly, and to remain
sensitive to your coachee’s preferences and
expectations.
Make the Other Person Comfortable
When your team member feels secure and
comfortable, she’s more likely to open up and
share what she’s really thinking. This only tends to
develop once you know someone well.
You can help this process along by sharing some
personal information about yourself, too. This
doesn’t mean that you have to self-disclose every
detail about your life! But telling stories from your
past, or talking about your values and beliefs,
will show that you trust her with your personal
information.
You need to find the right balance between how
much to tell her and how much you keep to yourself.
Use the Johari Window model to help with this.
Show That You Care
Your coachee needs to feel that you have his best
interests at heart, and that your relationship isn’t
just about improving the quality of his work or
increasing his productivity.
So, take an active interest in his life. Be clear that
you are available at short notice if he needs to talk
to you. And, if your coaching plan takes longer
than you expect to bear fruit, be patient and
demonstrate your commitment to the process.
23. How to Coach: a Manager’s Guide Page 23 of 58
Building Rapport
At the start of a coaching relationship, it’s important
to build a rapport with your team member. But this
can be more difficult than it sounds!
To help the process along, find out what the two
of you have in common. You can do this by asking
her questions about herself, and about what’s
happening in her life.
The six levels of rapport were originally identified
by Gregory Bateson in 1964, and developed further
by Robert Dilts in 1990. They are:
1.
Environment – What do you have in common
(work, location, background, and so on)?
2. Behavior – Do you do similar things out of work?
3. Capability – Do you share any skills or abilities?
4.
Beliefs – Do you have the same values or beliefs?
5. Identity – Do you share a sense of who you are?
6.
Spirit – Do you have a similar spiritual outlook
on life?
24. How to Coach: a Manager’s Guide Page 24 of 58
ACTION
Answer the questions below to learn how to build
trust and rapport with your team member.
1. Brainstorm three ways in which you can demonstrate your credibility as a coach.
2. As a manager, how do you show that you’re reliable? How could you improve?
3.
One of the best ways to put your team member at ease is by self-disclosing. List some examples of
personal information that you’re comfortable sharing.
25. How to Coach: a Manager’s Guide Page 25 of 58
4. Brainstorm how you could show your team member that you care. Write down your ideas, below.
5.
Talk to other managers who coach people in your organization. Ask them how they start their sessions,
and how they establish rapport. Write down their responses, below.
6.
Think about what you’ve learned from these managers. Do any of their approaches or techniques seem
appropriate for you? If so, which ones, and why?
26. How to Coach: a Manager’s Guide Page 26 of 58
2.3. Informal Coaching
You don’t have to wait for a structured session to
use your coaching skills. Good coaches engage
with their team members daily, or weekly.
These informal coaching sessions might be quick,
but they can make a huge difference to your team’s
effectiveness and morale. They can also help you
to create stronger and more trusting relationships
with your people.
You can identify informal coaching opportunities in
several ways:
1. Keep on Top of Workloads
Stay in touch with your team members’ workloads.
When people are overloaded, or they’re trying
to juggle too many responsibilities, an informal
coaching session can help them to prioritize their
tasks, or to gain a clearer understanding of what’s
most important.
Adjust your schedule during busy times so that
you’re available to help when your team members
need you.
2. Be Aware of People’s Moods
A change in a person’s mood might prompt you to
start an informal coaching conversation.
For example, imagine that you’ve walked by a team
member’s desk. His shoulders are slumped,
his head is down, and he’s staring blankly at his
computer screen. Sure, he may just be recovering
from a big lunch! Or, he might have just learned that
his most promising client went to your competitor.
The point is, his body language is telling you that
something is wrong. If he’s just eaten too much, you
could encourage him to take a quick walk outside.
But, if it’s something more serious, you’re in the right
place at the right time for a quick coaching session.
There are many situations where people can
benefit from an informal coaching conversation –
for example, when they’ve received feedback, or
after a performance review. Team members might
also need support if they experience an anticlimax
after achieving a major goal, or if a project or
presentation didn’t go as well as they’d hoped.
3. Ask for Permission
Informal coaching can be a valuable experience
for your team member. However, she might
not appreciate it if she’s in the middle of doing
something important!
Be sure to check that it’s a good time to have
a coaching conversation.
27. How to Coach: a Manager’s Guide Page 27 of 58
ACTION
Consider what you’ve learned about informal coaching sessions, and then check in with your team
members on the “shop floor.” (Read our article, Management by Wandering Around, if you are
concerned about how to do this without appearing to interfere or “spy on” your team.) Then, answer
the questions below.
4. Don't Tell People What to Do
Remember, your goal as a coach is not to offer
advice or to give specific instructions. The best
coaches ask questions, and listen more than
they talk.
If you find yourself using the words “I think…” during
a coaching session, you may need to re-examine
your approach.
5. Use Informal Moments
The best time to have an informal coaching
conversation is when you both feel relaxed. Rather
than organize a formal meeting, you could talk to
your team member over a cup of coffee in your
break room, or during lunch, instead.
The goal here is to be relaxed, while remaining
professional.
1. How did you initiate the conversation?
2.
How did you know that the person would benefit from an informal coaching session? What were the clues?
28. How to Coach: a Manager’s Guide Page 28 of 58
3. Was your team member receptive to you?
4. What do you think you did well?
5. What could you have done better?
29. How to Coach: a Manager’s Guide Page 29 of 58
2.4. Drawing This Together
In this chapter, we discussed how to coach an
individual member of your team. We outlined
several models to guide your approach, and found
out how to get your coaching relationships off to
a great start. We also explored building trust and
rapport with your team members.
The next chapter focuses on how to coach a team.
We’ll look at how group coaching works, and
examine several models and processes that you
can use to do it.
ACTION
Think about what excites you the most about coaching your team members. What do you think is your
biggest challenge? And how will you overcome it? Write down your answers in the box, below.
30. How to Coach: a Manager’s Guide Page 30 of 58
3. Coaching Teams
When your people aren’t working together as
effectively as they could, team coaching can help.
Instead of focusing on individual development,
your attention with group coaching is on improving
relationships and interactions within the team as
a whole.
Team coaching is useful in many situations. For
example, it can help people to:
• Work through interpersonal conflicts.
• Understand their roles within the group.
• Improve relationships.
• Understand team goals.
You can coach your people at a specific place and
time – at a team-building event, for example – or
you can do it spontaneously.
In this chapter, we discuss some of the causes of
conflict within teams, and the tools that you can
use to resolve it. We also examine the importance
of defining your expectations, and how to manage
clashes of values in cross-functional teams.
It’s not easy to get a team to work to its full potential.
Conflicts, power struggles and miscommunication
can cause a group to start, stumble and stop.
3 4 6
5
Coaching
Skills
Coaching
Individuals
Coaching
Teams
Coaching
Yourself
What’s
Next?
Your Coaching
Action Plan
1 2
31. How to Coach: a Manager’s Guide Page 31 of 58
3.1. Understanding Team Dynamics
Before you start your group coaching session,
you need to know how your people relate to one
another.
Each person has a unique personality and way of
communicating. But, when people are in a group,
they have to work closely with one another. Their
different styles can cause frustration and conflict,
which may prevent them from working together
effectively.
By understanding team dynamics, you can help
people to recognize how they relate to one another,
and to identify ways to improve their relationships.
Recognizing Unique Personalities
Personality tests such as Myers-Briggs®, the Big
Five Personality Traits Model, and The DiSC Model
can help you and your team members to learn more
about how you prefer to communicate and process
information.
If your team members agree to take these tests, and
to share the results, they may learn to understand
one another better, and that it’s OK for individuals
to have different preferences. This can enable them
to work together more effectively.
Let’s look at an example. Patrick is detail-oriented,
and enjoys compiling facts and doing research.
This sometimes annoys his colleagues, because
they think he can be too slow to finish his work.
But, when they realize the benefit that the team
gets from his attention to detail, they begin to
see it as a strength rather than a weakness.
It can also help if each team member understands
her “role” within the group, and whether it’s Action
Oriented, People Oriented or Thought Oriented.
The nine specific roles that underpin team success
were identified in the 1970s by Dr Meredith Belbin,
and you can learn about them in our article, Belbin’s
Team Roles.
32. How to Coach: a Manager’s Guide Page 32 of 58
ACTION
Ask your team members to identify their strengths in relation to the team as a whole. Then, read about
Belbin’s team roles and pick the role that you think each team member plays within your group. List
them in the table, below.
Team Member
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Strengths Role
33. How to Coach: a Manager’s Guide Page 33 of 58
Another useful technique for matching and
balancing team roles and individual preferences
is the Margerison-McCann Team Management
Profile. This tool is similar to Belbin’s Team Roles,
and is based on the same principles: that people
have different strengths, and that a well-balanced
team includes a variety of preference types.
3.2. Defining Your
Expectations
When your team members understand one
another better, they will likely work together more
effectively. But they may also benefit from a set of
ground rules that guides the way that they behave
and communicate.
For instance, let’s say that Rudi finds high-energy
meetings exhausting and intimidating. He’s also the
technical expert. The group needs to know when
it’s veering off course, and Rudi’s input is crucial.
But, it’s difficult for him to speak up against the
group. In the past, he has stayed silent when he
could have raised the alarm, and this has damaged
the team’s reputation.
This highlights the importance of defining
your expectations regarding behavior and
communication. In our example, you would tell
Rudi that he needs to give clearer guidance to
the group, and to speak up when he knows that
things are going wrong.
You can set out your expectations in a team charter.
This is a document that defines the behavior and
communication “rules” that everyone in the group
is expected to follow and support.
If a written charter isn’t appropriate, you can discuss
and agree acceptable standards of behavior for
different situations with your team members. For
example, you might talk about how to manage
conflict, and what to do if someone isn’t pulling
her weight.
ACTION
Prepare a team charter by answering the
questions below and on the next page.
1. What are your team’s mission and objectives? What is your most important goal?
34. How to Coach: a Manager’s Guide Page 34 of 58
2. What is each person’s role on your team? What is his unique expertise or skill?
3. Who is the team leader?
4.
What kind of behavior do you expect from your people? What will you not tolerate? Outline your
expectations, below.
35. How to Coach: a Manager’s Guide Page 35 of 58
5. List each person’s responsibilities and what he is expected to deliver, below:
Name
1.
2.
3.
4.
5.
Responsibility Outcome Priority
6.
Give each responsibility listed above a score between one and five, with one as the highest priority and
five as the lowest.
7. What power does your team have on its own? What does it need permission to do? Write this below.
8. What is your team’s budget? What do you do if you need additional funds? Write this process, below.
36. How to Coach: a Manager’s Guide Page 36 of 58
9. What resources and support are available to your team?
Team Members’ Feedback
ACTION
When you have completed your team charter,
give everyone a copy and schedule a meeting to
talk about its contents. Ask for your team’s input,
and write down these ideas in the box, below.
37. How to Coach: a Manager’s Guide Page 37 of 58
3.3. Evaluating Rewards and Recognition
At times, people in your team might have
competing priorities, and this can lead to serious
dysfunction within the group.
For instance, your organization might promote
teamwork but reward individual performance.
So, what happens when some people put their
personal goals before those of the team, to get
recognition or a bonus?
Here’s another example: in a cross-functional team,
each member has goals and priorities within the
group, as well as from their “home” departments.
Conflict can arise if these objectives are at odds.
As a manager, it’s important to identify any
competing values or goals in your team, and to
address them before they cause problems.
38. How to Coach: a Manager’s Guide Page 38 of 58
ACTION
Answer the questions below to determine whether your team is facing any competing priorities.
1.
Look at how your organization recognizes and rewards good performance. Does the system clash with the
goals and objectives of your own team? If so, how can you resolve this conflict?
2.
If you’re leading a cross-functional team, look at the reward system within each department. Are there
any conflicts?
3.
Make a list of your team goals, as well as each person’s objectives. Are they aligned? If not, where is
the mismatch?
39. How to Coach: a Manager’s Guide Page 39 of 58
3.4. Team Coaching Processes
There are various models that you can use when
you coach a group, and some of the models that
we outlined in Chapter 2 can also apply to team
coaching. Here are some further suggestions:
1. The POSITIVE Model of Coaching
The POSITIVE Model of Coaching was developed
by Vincenzo Libri in 2004. You can use it to
establish highly motivating goals for your team.
The model has eight steps:
• Purpose – Decide what you want to achieve.
What is your goal?
• Observations – Think about your situation.
What is going well? What isn’t?
• SMART – Set a SMART goal (Specific,
Measurable, Attainable, Relevant, and
Time Bound).
• Insight – Consider your goal. Are you excited
about it? Is it challenging?
• Team – Look at the people around you. Who
else will support you in achieving your goal?
• Initiate – When will you start to work on your
goal? How will you begin? How long will you
spend on it each week?
• Value – Break the goal down into smaller steps
and quick wins. How will the team celebrate
success?
• Encourage – Meet your team members
regularly to encourage them, and to address
any difficulties that they encounter.
Use the POSITIVE Model when your team needs
to stay motivated to achieve long-term goals. Note,
however, that the framework is less effective for
dealing with issues such as interpersonal conflicts.
2. The PRACTICE Model of Coaching
The PRACTICE Model of Coaching was published
by psychologist Stephen Palmer in 2008, and
is based on an earlier approach developed by
Barbara Wasik.
You can use this simple framework to enable
your team to identify a problem, and to decide on
a solution. The seven steps are:
1. Identify a Problem.
2. Develop Realistic and relevant goals.
3. Generate Alternative solutions.
4. Consider the consequences.
5. Target the most feasible solution.
6. Implement your Chosen solution.
7. Evaluate.
The biggest advantage of this model is that it’s
solution-focused. Unlike the POSITIVE Model, it’s
best for dealing with specific problems.
TIP
Use the PRACTICE model next time your team
has a particular issue or problem that you want
to address.
40. How to Coach: a Manager’s Guide Page 40 of 58
3.5. Drawing This Together
In this chapter, we learned how coaching can
enable your team to perform to its full potential.
Team coaching concentrates on interactions
and relationships that help people to work better
together, rather than on individual development.
Keep in mind that coaching is really nothing
more than a focused conversation. And, while it
can be helpful to plan a group coaching session,
don’t forget to take advantage of “on the fly”
conversations at the end of a team meeting, or
during a group lunch, for example.
The next chapter focuses on another good use
for many of the skills and techniques that you’ve
learned so far – coaching yourself!
ACTION
What issues do you have with your team that you could resolve with coaching? How could it help?
Write down your ideas, below.
Issue
1.
2.
3.
4.
5.
6.
7.
8.
Resolution
41. How to Coach: a Manager’s Guide Page 41 of 58
4. Coaching Yourself
As we’ve seen, the coaching process can boost
your team members’ confidence, build their self-
awareness, and help to keep them motivated. So
why stop there?
Using the skills you’ve learned to coach yourself is
a great way to “practice what you preach” with your
team. And, as a role model, your people will be
inspired to achieve their goals when they see you
fulfilling yours.
4.1. Identifying Your
Strengths and Weaknesses
Before you begin any journey, you need to know
your starting point. It’s the same with coaching.
When you begin to coach yourself, you have to
understand your strengths and weaknesses.
When you know what you’re good at, you can use
those strengths to achieve your goals. And when
you identify your weakest areas, you can come
up with strategies to address them, or to minimize
their impact.
A coach’s role is to solve problems, identify goals and
put action plans into place. Once you’ve learned to
use these skills, you can apply them to yourself, too.
3 4 6
5
Coaching
Skills
Coaching
Individuals
Coaching
Teams
Coaching
Yourself
What’s
Next?
Your Coaching
Action Plan
1 2
42. How to Coach: a Manager’s Guide Page 42 of 58
ACTION
Perform a Personal SWOT Analysis. List your biggest strengths and weaknesses in the table, below.
My Strengths
1.
2.
3.
My Weaknesses
4.2. The GROW Model
In Chapter 2, we discussed how to use The GROW
Model in one-on-one coaching sessions. But you
can use it to coach yourself, too.
The GROW Model can help you to identify a goal
and to decide on a plan of action to achieve it. If
you use this model, be sure to set aside time each
week to “check in” with yourself and assess your
progress.
Step 1: Identify Your Goal
Your first step is to identify the goal that you want to
achieve. This could be a behavior that you want to
change, or a new skill that you want to develop.
Make sure your goal is SMART: Specific, Measurable,
Attainable, Relevant, and Time-Bound.
Step 2: Identify Your Current Reality
Next, look at your situation. This is your starting
point. Examine the factors that might help or hinder
your progress toward this goal.
Step 3: Explore the Options
Now, you need to think about how you will
reach your goal. Identify as many different ways
as possible to do so.
Step 4: Establish the Will
Create a strategy to achieve your goal. Having
a plan of action will boost your confidence and
motivation. Check your progress regularly.
43. How to Coach: a Manager’s Guide Page 43 of 58
ACTION
Use the table, below, to work through each step in the GROW Model.
Identify Your Goal
Decide on a SMART goal that you’d like to achieve.
Goal:
Identify Your Current Reality
What is happening right now? How does your situation affect you achieving your goal?
Have you already taken steps toward this goal? If so, what happened?
44. How to Coach: a Manager’s Guide Page 44 of 58
Does the goal conflict with any of your other objectives?
Explore the Options
What can you do to achieve your goal? How can you utilize your strengths? List your ideas, below.
What are the advantages and disadvantages of each option?
45. How to Coach: a Manager’s Guide Page 45 of 58
Which option seems best? Why?
What obstacles do you face? How might your weaknesses hinder your progress? What can you do to
address them?
What do you need to start doing to achieve your goal?
46. How to Coach: a Manager’s Guide Page 46 of 58
What do you need to stop doing to achieve your goal?
Establish the Will
What is your first step? When will you start?
Once you begin, what could hinder your progress? What will you do to overcome it?
47. How to Coach: a Manager’s Guide Page 47 of 58
How will you review your progress? And how often?
What will you do to make sure that you stay on track?
48. How to Coach: a Manager’s Guide Page 48 of 58
5. Your Coaching Action Plan
You’ve covered a lot of ground in this toolkit – well
done! But what practical difference will it make to
you and your team?
3 4 6
5
Coaching
Skills
Coaching
Individuals
Coaching
Teams
Coaching
Yourself
What’s
Next?
Your Coaching
Action Plan
1 2
We’ve seen that coaching can vary from a quick
exchange in the moment, through regular one-on-
ones, or a substantial series of team sessions.
But, in all cases, you’ll need to be able and willing
to give it the time and thought it deserves.
So, think back to the Introduction and complete the following sentences.
Coaching excites me because…
I could personally gain…
It’s worthwhile investing time and energy in coaching my team, because…
49. How to Coach: a Manager’s Guide Page 49 of 58
You’ll likely need to make some changes to your
day-to-day schedule, to help you to find time for
coaching. So, be honest with yourself about your
situation and complete the following sentences.
I need to give more time to coaching my people, so the habit or process that I need to stop or change
first, is…
The blockers to change that I might have to deal with are…
I need the support of…
The Mind Tools Time Management resource(s) that might help me the most is/are…
and my first step to tackling them is to...
to make and sustain these changes, so I’m going to discuss this with him or her by...
50. How to Coach: a Manager’s Guide Page 50 of 58
In Chapter 1, we focused on the key skills that make
a great coach. Summarize your findings and actions
by completing the following sentences.
Listening well is crucial to good coaching. My strongest skill in this area is…
I’ll develop my active listening, empathic listening, or mindful listening by applying these top two tips in my
next one-on-one…
When I notice myself making an assumption about what my coachee means, I’ll…
I’ll add new, non-leading questions to my usual list, including…
and...
and...
51. How to Coach: a Manager’s Guide Page 51 of 58
Sometimes I find my coachees’ emotions difficult to deal with. When they express…
And my own preoccupations or mood can get in the way of an open conversation. I’m often thinking about/
feeling…
My coaching will be more effective if my coachees trust me. I can help to build trust by…
or…
I feel…
So, I’ll start managing such situations better by…
My particular strengths at work are...
and…
I can apply these to my coaching by…
52. How to Coach: a Manager’s Guide Page 52 of 58
You’ll make best use of your and your coachee’s
valuable time if you follow a structured approach.
So, compare the three coaching models described
in Chapter 2 and consider which you could apply
first, and how.
I plan to use the...
because…
model one-on-one with...
I’ll need to prepare by…
53. How to Coach: a Manager’s Guide Page 53 of 58
Whichever model you apply, be careful to build
rapport as well as trust, and to help your coachee
to feel at ease before you start.
I can show my coachee that I have his or her best interests in mind by…
I will demonstrate my integrity and humility as a coach by…
Tips from successful coaches in my organization that I’d feel comfortable applying include...
and…
54. How to Coach: a Manager’s Guide Page 54 of 58
Remember that you can also coach informally,
day to day, as the need arises. But your success
will depend on your awareness of your team
members’ workload and their preferred learning
styles, as well as being sensitive to the wider
working environment and culture.
I’ll avoid being isolated from life on the shop floor by…
I can improve my judgment about when to intervene by…
55. How to Coach: a Manager’s Guide Page 55 of 58
Most people think of coaching as an exclusive,
one-on-one activity, but you can apply it to groups
too, as we saw in Chapter 3.
I plan to use coaching with this team/group...
Together, we’ll draw up a team charter so that we can work effectively toward a common goal. The steps that
we’ll follow are…
I’ll prepare by finding out about team members’ personality styles using the following model or test...
I will discuss conflicting priorities with…
to help it to work on this topic or issue…
and by helping people to appreciate one another’s strengths and preferences.
56. How to Coach: a Manager’s Guide Page 56 of 58
As with one-on-one coaching, a formal structure
can help to keep your team coaching on track.
Helping people to explore their ideas, goals,
strengths, and weaknesses will likely inspire you
to think about your own situation, too. In fact, you’ll
need to demonstrate that you’re willing and able
to do this if you are to be a good role model. When
you’ve looked back at Chapter 4, record your
initial findings and decisions, below.
I plan to try out the POSITIVE model at this upcoming meeting...
My SWOT analysis highlighted...
The goal I’m working toward using GROW is...
and the PRACTICE model in this session…
As a result, I will…
and my first action is…
57. How to Coach: a Manager’s Guide Page 57 of 58
Finally, come back to this workbook in a month’s
time and write down what difference you’ve seen
in your and your team’s performance following
your coaching. Then, review your plan and put the
rest of it into action!
I’ve set myself a reminder to look back at this toolkit on...
Changes that I’ve seen in myself and my work include…
Changes that I’ve seen in my team’s behavior and performance include…
58. How to Coach: a Manager’s Guide Page 58 of 58
6. What’s Next?
James Manktelow,
CEO, MindTools.com
Now that you’ve reached the end of this
toolkit, you’re well on your way to becoming
an effective coach. Congratulations!
3 4 6
5
Coaching
Skills
Coaching
Individuals
Coaching
Teams
Coaching
Yourself
What’s
Next?
Your Coaching
Action Plan
1 2
We’ve outlined the key skills that you need to coach individuals, your team, and yourself.
But it’s important that you continue to practice what you’ve learned in the weeks and
months to come. This is the only way for you to reach your full potential as a coach.
Remember, the more coaching you do, the better you’ll get!
And, don’t forget that you can get individual help and support from Mind Tools’ own
professional coaches, and from other members of the Mind Tools Club, in our forums.
And you can share your experiences more widely when you follow Mind Tools on
Facebook, Twitter, Instagram, and LinkedIn.
If you have any suggestions for how we can improve our resources, please let us know
at customer.helpdesk@mindtools.com.
I hope that you enjoy applying what you’ve learned in this toolkit, and that the skills
you’ve developed continue to help you and your team to accomplish your goals.
Coaching can be very fulfilling. Enjoy it!
Best wishes,