Summary. Are you successful at Coaching your employees? Many executives are unable to correctly answer this question because they think they’re coaching when they’re just telling their employees what to do. This behaviour is often reinforced by their peers & is hardly an effective way to motivate people & help them grow. Instead, research suggests, Coaching leaders in how to be Coaches can pay dividends, but only if you start by defining “Coaching” & give ample room for self-reflection & feedback.
“If people in an organization are good at replicating what they already do well, what happens when the environment changes and what is needed begins to change?"
Presentation, created for a Taylor University MBA corporate site client, discusses the key differences between coaching and mentoring and when to use each.
Public and in-house workshop led by Jim Clemmer. Next public session in Toronto January 15, 2019. Full details and registration http://www.clemmergroup.com/events/leadership-coaching-workshops/
COACHING TAKES YOU FROM “HOW TO WOW”
You aspire to achieve specific goals and fulfil your dreams. But working towards goal is not that easy, as you may encounter several how, where, why, when, whom, which etc. questions en-route to success. The inspiration to find solution of these hurdles, odds and rough patches are available through Coaching. The down times can get really down and dishearten you.
Setbacks and disappointments are an integral part of life and there is no escaping them. While you cannot change your circumstances or bypass the hurdles, you can brace yourself up against the difficult times by maintaining a positive & constructive frame of mind and then determine to keep you going against all odds.
When the going gets tough and you are overwhelmed by the rough times, all you need is Coaching to encourage and keep you going. The showcase to inspire the winner in you will do, by unchaining your real potential. Coaching stimuli will lift up your spirits, make you feel high-n-confident and put you back on right action track.
“If people in an organization are good at replicating what they already do well, what happens when the environment changes and what is needed begins to change?"
Presentation, created for a Taylor University MBA corporate site client, discusses the key differences between coaching and mentoring and when to use each.
Public and in-house workshop led by Jim Clemmer. Next public session in Toronto January 15, 2019. Full details and registration http://www.clemmergroup.com/events/leadership-coaching-workshops/
COACHING TAKES YOU FROM “HOW TO WOW”
You aspire to achieve specific goals and fulfil your dreams. But working towards goal is not that easy, as you may encounter several how, where, why, when, whom, which etc. questions en-route to success. The inspiration to find solution of these hurdles, odds and rough patches are available through Coaching. The down times can get really down and dishearten you.
Setbacks and disappointments are an integral part of life and there is no escaping them. While you cannot change your circumstances or bypass the hurdles, you can brace yourself up against the difficult times by maintaining a positive & constructive frame of mind and then determine to keep you going against all odds.
When the going gets tough and you are overwhelmed by the rough times, all you need is Coaching to encourage and keep you going. The showcase to inspire the winner in you will do, by unchaining your real potential. Coaching stimuli will lift up your spirits, make you feel high-n-confident and put you back on right action track.
World of Learning: Coaching to embed learning & unleash a collaborative culture by Kate Cooper MBA, BSc, MEd, FInstLM, Senior Advisor: Leadership & Management Development at the Institute of Leadership & Management (ILM)
Developing The Coaching Skills of Your Managers and Leaders BizLibrary
Developing effective coaches in your organization is critical to its success. When armed with effective coaching skills and the inclination to coach workers regularly, managers and supervisors can dramatically uplift business results and the performance and lives of their workers.
According to a study by Bersin by Deloitte, organizations with senior leaders who coach can effectively and frequently improve business results by 21 percent compared to those who never coach.
Join BizLibrary's Libby Mullen, as she uncovers key elements of training you can implement to develop leaders that are able to create measurable differences in performance through coaching.
You will learn:
- The difference between coaching and mentoring
- How to assess, match and apply key coaching skills to align with specific employees and situations
- How to develop the most effective coaching models for your organization
- Skills development exercises to include in your training design
A "coaches’ toolkit" that includes emerging competencies for managers and leaders
This is the fifth in a five part series on Strategy Execution. The series is comprised of:
1. Strategy Execution
2. Using Metrics to Define Success
3. Job Design and Delegation
4. Performance Management and Communication
5. Coaching and Motivation
Developing the Coaching Skills of Your Managers and Leaders [Webinar 04.13.16]BizLibrary
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
www.bizlibrary.com
In coming years, we are likely to experience
an increased demand for
professional coaching as more people
and employers become aware of
the fact that performance gaps may
not necessarily be addressed through
more training
The Different Types of Coaching Styles | Issac QureshiIssac Qureshi
Issac Qureshi is known for being a determined and persistent individual who works hard for his clients. After graduating from Liverpool University with a degree in Social & Economic History, he pursued a postgraduate degree in Marketing at Canterbury University in 2003.
Through his extensive experience in various areas of business, including negotiation and team management, Issac has been able to achieve highly effective results. He also has a deep understanding of the financial risks involved in running a business. His work experience in the stock market has led to him becoming a founding partner of both Hemingway UAE and Ogilvy & Haart.
Empathy Is a Stress Response - Choose Compassion insteadAlex Clapson
Research shows that empathy is a whole-body experience: We mirror each other’s physiology alongside the emotion. Negative states, whether it is pain, anger, or anxiety, create high activation & arousal in the body, so when you empathize with someone stressed, you become stressed, too. This is why so many caregivers experience burnout.
7 tips to help you become a SupercommunicatorAlex Clapson
Supercommunicators are rarely the most dynamic people in the room. They are the normies who are blessed with the ability to make those around them feel truly understood. The benefits aren’t only altruistic. Supercommunicators are scarily good at getting what they want.
More Related Content
Similar to Most managers don't know how to Coach people, but they can learn
World of Learning: Coaching to embed learning & unleash a collaborative culture by Kate Cooper MBA, BSc, MEd, FInstLM, Senior Advisor: Leadership & Management Development at the Institute of Leadership & Management (ILM)
Developing The Coaching Skills of Your Managers and Leaders BizLibrary
Developing effective coaches in your organization is critical to its success. When armed with effective coaching skills and the inclination to coach workers regularly, managers and supervisors can dramatically uplift business results and the performance and lives of their workers.
According to a study by Bersin by Deloitte, organizations with senior leaders who coach can effectively and frequently improve business results by 21 percent compared to those who never coach.
Join BizLibrary's Libby Mullen, as she uncovers key elements of training you can implement to develop leaders that are able to create measurable differences in performance through coaching.
You will learn:
- The difference between coaching and mentoring
- How to assess, match and apply key coaching skills to align with specific employees and situations
- How to develop the most effective coaching models for your organization
- Skills development exercises to include in your training design
A "coaches’ toolkit" that includes emerging competencies for managers and leaders
This is the fifth in a five part series on Strategy Execution. The series is comprised of:
1. Strategy Execution
2. Using Metrics to Define Success
3. Job Design and Delegation
4. Performance Management and Communication
5. Coaching and Motivation
Developing the Coaching Skills of Your Managers and Leaders [Webinar 04.13.16]BizLibrary
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
www.bizlibrary.com
In coming years, we are likely to experience
an increased demand for
professional coaching as more people
and employers become aware of
the fact that performance gaps may
not necessarily be addressed through
more training
The Different Types of Coaching Styles | Issac QureshiIssac Qureshi
Issac Qureshi is known for being a determined and persistent individual who works hard for his clients. After graduating from Liverpool University with a degree in Social & Economic History, he pursued a postgraduate degree in Marketing at Canterbury University in 2003.
Through his extensive experience in various areas of business, including negotiation and team management, Issac has been able to achieve highly effective results. He also has a deep understanding of the financial risks involved in running a business. His work experience in the stock market has led to him becoming a founding partner of both Hemingway UAE and Ogilvy & Haart.
Empathy Is a Stress Response - Choose Compassion insteadAlex Clapson
Research shows that empathy is a whole-body experience: We mirror each other’s physiology alongside the emotion. Negative states, whether it is pain, anger, or anxiety, create high activation & arousal in the body, so when you empathize with someone stressed, you become stressed, too. This is why so many caregivers experience burnout.
7 tips to help you become a SupercommunicatorAlex Clapson
Supercommunicators are rarely the most dynamic people in the room. They are the normies who are blessed with the ability to make those around them feel truly understood. The benefits aren’t only altruistic. Supercommunicators are scarily good at getting what they want.
Why people crave feedback - & why we're afraid to give it.pdfAlex Clapson
We all like to think of ourselves as someone who would give someone constructive feedback, but the study suggests that even in a low-cost situation, most people don’t. People overestimate the negative consequences giving feedback for themselves, as well as underestimate the benefits for the other person.
Microsoft recently reported that in the spring of 2022, the number of videoenabled Teams meetings per week more than doubled globally for the average user
since the start of the pandemic. And there was no evidence of a reversal.
That one question — What did you learn? — changed the way that I view my own missteps — with more compassion & understanding — & how I treat others when they make mistakes. As my experience shows, by making psychological safety a priority, leaders set up their teams for success now & long into the future.
"...A Coach is someone who tells you what you don't want to hear so you can see
what you don't want to see so you can be what you always wanted to be."
Stop Asking for Feedback - Ask for advice insteadAlex Clapson
Advice-giving leads one to think about future actions that the person in need of guidance could take. As such, when asked to give advice, people are more likely to think critically & specifically about strategies the person could use to improve.
Why we need to change the language that we use in relation to allegationsAlex Clapson
The key message is that we ought to stop using the word Disclosure,
unless there has been a Finding of Fact hearing carried out by the court.
We risk all our efforts gathering evidence for proceedings to be
disregarded if we (as expert witnesses) continue to use the incorrect
terminology.
Getting comfortable with discomfort, by Professor David ClutterbuckAlex Clapson
Putting the client in control of their own feelings of comfort or discomfort, by making them transparent and adjustable, can provide the confidence boost that allows them to take tentative steps into greater discomfort.
Trust Recovery in the Team by David Clutterbuck.pdfAlex Clapson
Once trust is broken in a team, it is hard to recover. Yet the requirement to collaborate remains as strongly as ever.
If they learn from the breakdown of that relationship, they become a wiser person, better able to trust and be trusted.
Building Psychological Safety is the key to rebuilding trust.
Why Traditional Parenting Logic Doesnt WorkAlex Clapson
Traditional parenting logic is all about rewards and consequences. Good parents use these methods with their children all the time with excellent results. But, what happens when good people are raising a child that has a significant history of trauma?
This brief article offers some practical approaches.
Action Learning focuses on the experience, feelings, & insights of the individual. Rather than jumping to solve a problem as quickly as possible, Action Learning enables deeper enquiry, & results in deeper understanding.
Why walking through the countryside 'tames' our brainAlex Clapson
Exposure to nature decreases amygdala activity & has beneficial effects on stress-related brain regions. This suggests that walking in the countryside buffers the detrimental effects of city life. And, in turn, it potentially acts as a preventive measure against the development of some mental disorders.
Where companies go wrong with Learning & Development by Steve Glaveski -HBRAlex Clapson
Organizations spent $359 billion globally on training in 2016, but was it worth it?
Not only is most of the training in today’s companies ineffective, but the purpose, timing, & content of training is flawed. Want to see eyes glaze over quicker than you can finish this sentence? Mandate that busy employees attend a training session on “business writing skills”, or “conflict resolution”, or some other such course with little alignment to their needs. Like lean manufacturing & the lean start-up before it, lean learning supports the adaptability that gives organizations a competitive advantage in today’s market. It’s about learning the core of what you need to learn, applying it to real-world situations immediately, receiving immediate feedback & refining your understanding, & then repeating the cycle. To begin practicing lean learning, organizations need to move from measuring credits earned to measuring business outcomes created. Lean learning ensures that employees not only learn the right thing, at the right time, & for the right reasons, but also that they retain what they learn.
Negative Mental States Become Negative Neural Traits, by Debbie HamptonAlex Clapson
“Your brain is like Velcro for negative experiences but Teflon for positive ones.” Even though the negativity bias is great for ensuring survival, it’s lousy at promoting happiness, peace, fulfilling relationships, & long-term physical & mental health.
This brief article shares a method to alter the way in which our brain focuses to much on the negative, to the detriment of the positive.
Feedback is a gift that you give to the recipient. If you think that it matters enough to say something about the way in which someone has behaved, then you should be concerned to see that it is both given & received in the best possible way. If you bear the following four points in mind when giving feedback, then they may help to ensure that your message is effectively delivered.
Free Communication Guide - Top Tips by Emma QuinnAlex Clapson
The key skill in communication in any language is to be equally invested in all the participants, and to truly listen as well as getting your own points across.
This guide includes:
1. Section 1 - How to communicate effectively
2. Section 2 - How to communicate well when working remotely
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Case Analysis - The Sky is the Limit | Principles of Management
Most managers don't know how to Coach people, but they can learn
1. Most Managers Don’t Know How to Coach
People. But They Can Learn.
by Julia Milner & Trenton Milner
August 16, 2018
pbombaert/Getty Images
Summary. Are you successful at Coaching your employees? Many executives
are unable to correctly answer this question because they think they’re
coaching when they’re just telling their employees what to do. This behaviour
is often reinforced by their peers & is hardly an effective way to motivate
people & help them grow. Instead, research suggests, Coaching leaders in
how to be Coaches can pay dividends, but only if you start by defining
“Coaching” & give ample room for self-reflection & feedback.
Are you successful at Coaching your employees? In our years studying & working
with companies on this topic, we’ve observed that when many executives say “yes,”
they’re ill-equipped to answer the question. Why? For one thing, managers tend
to think they’re Coaching when they’re just telling their employees what to do.
According to Sir John Whitmore, a leading figure in Executive Coaching, the
definition of Coaching is “unlocking a person’s potential to maximize their own
performance. It is helping them to learn rather than teaching them.” When done right,
Coaching can also help with employee engagement; it is often more motivating to
bring your expertise to a situation than to be told what to do.
Recently, my colleagues & I conducted a study that shows that most managers don’t
understand what Coaching really — & that also sheds light on how to fix the
problem. The good news is that managers can improve their Coaching skills in a
short amount of time (15 hours), but they do have to invest in learning how to Coach
2. in the first place. This research project is still in progress, but we wanted to offer a
glimpse into our methodology & initial findings.
First, we asked a group of participants to Coach another person on the topic of time
management, without further explanation. In total, 98 people who were enrolled in a
course on leadership training participated, with a variety of backgrounds & jobs.
One-third of the participants were female & two-thirds were male; on average, they
were 32 years old & had eight years of work & 3.8 years of leadership experience.
The Coaching conversations lasted five minutes & were videotaped. Later, these
tapes were evaluated by other participants in the Coaching course through an online
peer review system. We also asked 18 coaching experts to evaluate the
conversations. All these experts had a master’s degree or graduate certificate in
Coaching, with an average of 23.2 years of work experience & 7.4 years of Coaching
experience.
Participants then received face-to-face training in two groups of 50, with breakouts in
smaller groups for practice, feedback, & reflection around different Coaching skills.
At the end, we videotaped another round of short Coaching conversations, which
were again evaluated by both peers & Coaching experts. In total, we collected &
analysed more than 900 recorded evaluations of Coaching conversations (pre-
training & post-training), which were accompanied by surveys asking participants
about their attitudes & experiences with leadership Coaching before & after the
training.
The biggest takeaway was the fact that, when initially asked to Coach, many
managers instead demonstrated a form of consulting. Essentially, they simply
provided the other person with advice or a solution. We regularly heard comments
like, “First you do this” or “Why don’t you do this?”
This kind of micromanaging-as-coaching was initially reinforced as good Coaching
practice by other research participants as well. In the first Coaching exercise in our
study, the evaluations peers gave one another were significantly higher than the
evaluations from experts.
Our research looked specifically at how you can train people to be better
Coaches. We focused on analysing the following nine leadership Coaching skills,
based on the existing literature & our own practical experiences of leadership
Coaching:
• listening
• questioning
• giving feedback
• assisting with goal setting
• showing empathy
• letting the Coachee arrive at their own solution
• recognising & pointing out strengths
• providing structure
• encouraging a solution-focused approach
3. Using the combined Coaching experts’ assessments as the baseline for the
managers’ abilities, we identified the best, worst, & most improved components of
Coaching. The skill the participants were the best at before training was listening,
which was rated “average” by our experts. After the training, the experts’ rating
increased 32.9%, resulting in listening being labelled “average-to-good.”
The skills the participants struggled with the most before the training were
“recognizing & pointing out strengths” & “letting the Coachee arrive at their own
solution.” On the former, participants were rated “poor” pre-training, & their rating
improved to “average” after the training was completed. Clearly, this is an area
managers need more time to practice, & it’s something they likely need to be trained
on differently as well. Interestingly, the most improved aspect of Coaching was
“letting Coachees arrive at their own solution.” This concept saw an average
increase in proficiency of 54.1%, which moved it from a “poor” rating to “slightly
above average.”
More generally, multiple assessments of participants by experts before & after the
training course resulted in a 40.2% increase in overall Coaching ability ratings across
all nine categories, on average. Given that this was a very short training course this
is a remarkable improvement.
What can organisations learn from our research? First, any approach to Coaching
should begin by clearly defining what it is & how it differs from other types of
manager behaviour. This shift in mindset lays a foundation for training & gives
managers a clear set of expectations.
The next step is to let managers practice Coaching in a safe environment before
letting them work with their teams. The good news, as evidenced by our research, is
that you don’t necessarily need to invest in months of training to see a difference.
You do, however, need to invest in some form of training. Even a short course
targeted at the right skills can markedly improve managers’ Coaching skills.
Regardless of the program you choose, make sure it includes time for participants to
reflect on their Coaching abilities. In our study, managers rated their Coaching ability
three times: once after we asked them to Coach someone cold, once after they were
given additional training, & once looking back at their original Coaching session.
After the training, managers decreased their initial assessment of themselves by
28.8%, from “slightly good” to “slightly poor.” This change was corroborated by
managers’ peers, who reduced their assessment by 18.4%, from “slightly good” to
“neither good nor bad,” when looking back at their original observations of others. In
other words, if managers have more knowledge & training, they can provide a better
self-assessment of their skills. Organisations should allocate time for managers to
reflect on their skills & review what they have done. What’s working, & what they
could do better?
Our research also supports the idea of receiving feedback from Coaching experts in
order to improve. The risk of letting only nonexperts help might reinforce & normalize
ineffective behaviours throughout an organisation. Specifically, Coaching experts
could give feedback on how well the Coaching skills were applied, & if any Coaching
opportunities have been missed. This monitoring could take the form of regular peer
4. Coaching, where managers in an organization come together to practice Coaching
with each other, or to discuss common problems & solutions they have encountered
when Coaching others, all in the presence of a Coaching expert. Here managers
have two advantages: First, they can practice their Coaching in a safe environment.
Second, coaches can discuss challenges they have experienced & how to overcome
them.
If you take away only one thing here, it’s that Coaching is a skill that needs to be
learned & honed over time. Fortunately, even a small amount of training can help.
Not only does a lack of training leave managers unprepared, but it may also
effectively result in a policy of managers’ reinforcing poor Coaching practices among
themselves. This can result in wasted time, money, & energy.
HBR Guide to Coaching Employees Ebook + Tools
Read more on Career coaching or related topic Management skills
• JM
Julia Milner is a Professor in Leadership & the Academic Director of the
Global MBA program at EDHEC Business School in France & an Honorary
Professorial Fellow with the Sydney Business School in Australia. She has
recently been selected as one of the World’s Top 40 under 40 Business
Professors by Poets & Quants. Her research focuses on leadership, high
performance cultures, & technology usage.
• TM
Trenton Milner is the General Manager of the International Centre for
Leadership Coaching focusing on leadership development programs. He is a
management consultant with a diverse background & over 20 years’
experience managing large training projects across different cultures. His
research focus is strategy, finance, entrepreneurship, & leadership.