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Management as Mentor/Coach

by Judi Romero

I am a trainer and currently, we do not have a formal management training program for our company. We know we need one and are intending to develop it this year. My dilemma is that it seems that most leaders here either do not see the value in or do not have the time for coaching. Many issues that arise with employees that are already trained for that particular skill seem to be about reinforcement and accountability and I can't seem to help management to understand that coaching is essential to keep mistakes and issues under control. In their eyes, it is always about refresher training or training that is not being done or done wrong. I try to explain that "once they leave me, I am not the one with them on the line - I can't sit with every employee and make sure they are doing it right every time".

I intend to include coaching in the development of our management training program. If anyone out there has a great coaching program or some helpful hints on how to introduce and get "buy-in" for coaching, please send your ideas my way! Thanks!!

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Jul 15, 2011
resource material
by: Arlene Marie D

If you really want to get serious with coaching, I suggest that you gather as much helpful materials and resources as you can. Like this one for example http://www.depressionatwork.com/ it's a book called The Dark Clouds at Work by Dr. Darryl Cross. It's a nice guide for handling and communicating with employees who are not at the top of their game.

Good luck!

Mar 18, 2009
Coaching - Performance w/ Fulfillment
by: Shane Perry

I would like to propose that “Coaching” is essential in a leader’s ability to deliver reinforcement and accountability. The skills and tools every leader calls on to connect, articulate, and execute during a conversation with a subordinate, peer, or boss is coaching.

In fact, reinforcement and accountability are key components at the end of traditional coaching but these are merely two steps in the process. Good leaders understand and deliver exceptionally when it comes to all steps of the process. I want to propose the idea that everyone must have both performance and fulfillment in their jobs in order to excel. When leaders provide both (performance and fulfillment) organizations win! The process of good coaching allows these two items to take place.

As coaches/leaders we must complete the picture for those around us. We begin with establishing a clear understanding of the company’s, employee’s, and/or project’s role in achieving their vision and mission. Once these are clear, we explain the values, goals, tasks, and behaviors needed to accomplish our vision. Next a coach should ensure their people, culture, and environment are conducive to success. Finally, a coach will provide both positive and constructive reinforcement and accountability to the above mentioned items.

In order to deliver performance and fulfillment, a leader must be a great coach. Good coaching eliminates rework, employee attrition, and ER cases. Good coaching also increases productivity, payroll efficiency, bench strength, and a positive organizational culture.

I hope you find this useful in guiding your co-workers toward seeing the value in coaching. If you would like to experience proven coaching tools visit www.culturestick.com or call Sean Allen at 972-741-2035.

Mar 18, 2009
Return on Investment- Bottom Line
by: Sheryl Stewart

I've been where you are and it is a slow change to the management's way of thinking about how they get their work done and achieve success. What started as a pilot in the organization attached to the new manager training program has now become an integral part of the training going on eight years now.

Having managers who have experienced coaching gives a boost when they recommend coaching to their boss and peers. Again it has to be about what is the bottom line ($ and time) and can I see a Return on Investment.

When managers can communicate more effectively with all generations in the work place, see staff stay, meet head-on performance and behavior issues before they get to be issues, find creative solutions to problems and exploration of new business ventures, they and their management chain begin to note it "must be the coaching." Managers find more job satisfaction.

All the facts and figures noted in other comments are quite helpful when designing your message. Facts and figures contribute to the black and white of what works. The more intrinsic values mentioned above are harder to link to dollars. They can be when you save legal costs, have more productivity, creativity, satisfied staff who stay and save the costs of recruiting, hiring, and training over and over.

I look forward to hearing how your proposal and coaching program progress. They are fortunate to have you pushing for adding this value to the organization.

Mar 12, 2009
Try "Coaching Them into Coaching" through Powerful Questioning
by: Anne Lightsey

I'd recommend that you speak with the reluctant leaders and get some more info:

- What might they see as possible benefits to themselves, those they would coach and the org if they DID more coaching?
- What might be the draw backs?
- For it to be worth their time to learn more about coaching and to actually do the coaching, what would need to happen? Basically, what would make it worth their while?
- What would make both the learning about coaching and the coaching a waste of their time?

My thought is you need to know their needs, their fears and their goals, then speak to those issues and create a curriculum that addresses them.

A stat, for what it's worth, which you might want to share:

What attracts employees (in order)
1. Organizational Issues: compensation, benefits, career opportunities
2. Job Issues: work schedules, challenging work
3. Leadership Issues: feeling valued, trustworthy leadership, leader a good coach, flexibility in problem solving

Causes for employees to leave
1. Leadership Issues. The positives outlined in #3 above are missing. So it’s a retention piece and a way to strengthen their organization.


Source: Never Check E-mail in the Morning, by Julie Morgenstern, citing survey of 4,299 workers

Mar 12, 2009
The "Leader as Coach" model works!
by: Tim Keck

Judi,

Unfortunately, yours is not an uncommon dilemma. We regularly encounter managers who don't seem to "get it" when it comes to understanding their role and the impact it has on the bottom line.

You probably need to use both statistical data like Dave Krueger offered (he is brilliant, by the way) and search for real-life stories of success with the "leader as coach" model. (One more stat for you: a Fortune Magazine article reported that Metropolitan Life spent $620,000 on coaching and saw a $3.2 million dollar return on investment in measureable (hard dollars) gains. That didn't include the strengthened relationships, reduced stress, employee retention, etc. that also came from coaching.)

I currently have a client that is responsible for 3.8 billion dollars worth of business each year for a global company serving one of the most demanding customers in the world. For his entire career, he has approached his management role from an "I am the boss and I just want my people to do what they are told" perspective. No relationship building, no coaching, just "Here are your marching orders" and "It better be done right." And, honestly, he has been somewhat successful. But now things are different.

In an effort to meet the demands of tough competition in a very difficult economic environment, he decided to try and take his business to the next level. In order to do that, he learned that his employees could be broken down into three groups (pardon the soldier metaphor, but business can be like battle and this is what worked for him):

1. Mercenaries - They show up only for the money and that is where their loyalty stops. They do the minimum they can get by with and serve as a bad example to others.

2. Soldiers - These are the regular folks that make up most of the workforce and can be swayed either direction based upon what they see around them.

3. Warriors - This elite group willingly lay down their lives for a leader and a cause. They will sacrifice what they want for the good of the team and stand out as your top performers.

Any leader with a brain would rather have warriors with him when going into the battle that is business today. Yet, Soldiers become Warriors only when they truly connect with their leader as a human being. And a "leader as coach" model facilitates that connection, pushing human performance to new heights.

So what about my client? Thanks to his new approach, their business is thriving when others in FMCG's are faltering all around. His team is happier, less stressed, and more productive than ever. And it's all because the boss decided to become a coach for his people.

I have a lot of other illustrations and data that might help, but I've taken up enough space already.

Allow me to serve as a resource for you, Judi. Feel free to contact me directly at tim@performanceinsights.net or 479-644-1717.

Best regards,

Tim Keck
www.performanceinsights.net

Mar 12, 2009
Lead With the Left Brain
by: David Krueger MD, Executive Mentor Coach

The Lore Institute found that about 80% of large companies use Executive Coaches to develop leadership, enhance emotional intelligence, and ensure success at times of significant transition. Three recent business impact studies demonstrated a five to ten fold return on investment for money spent on Executive Coaching.
A recent survey of Fortune 1000 clients by Manchester Consulting found the following results reported by respondents:
1. 77% improved relationships with their direct reports
2. 71% improved relationships with their bosses
3. 61% noted improved job satisfaction
4. A monetary return was realized that is estimated to be 6 times the amount paid for coaching.
Many prescriptions for change only ignite discomfort with the old story, yet fail to offer a way to develop a successful new story. Executive Coaching meets needs that people have always had, but offers a new delivery system for mentorship, accountability, partnership, cocreative work, and a sense of possibility.
Part of the struggle to get people—and companies—to embrace change is because the methods to facilitate change are often contrary to how the mind and brain work.
www.MentorPath.com

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