Written by Patricia Soldati

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  4. Crafting Your Transition Plan.  Out of your testing comes a clear path – where you can set a specific new career goal and createrepparttar strategy and steps that will get you there. Your goal may be radically different work,repparttar 142892 same work in a different environment or starting a new business or some combination of these three.   5. Implementation. Duringrepparttar 142893 Implementation phase – which can begin even before you leave your current employer -- you begin to put pieces of your transition plan into action. You may begin a course of study, reduce your expenses, if warranted, and/or even make physical preparations such as relocation or building a home office. Of course, to minimize your personal and financial risk, you want to do as much as possible while you are still working.   6. Integration.  Seekers often think that oncerepparttar 142894 shift is made, their career transition is complete. I think it’s more accurate to call itrepparttar 142895 “beginning ofrepparttar 142896 end”. A physical transition into new work is one thing – but transitioning your “underneath” layers (like work patterns, assumptions) is another thing entirely.   Career change typically takes from one to three years. Andrepparttar 142897 tendency is to just ‘jump in’ anywhere. It helps to have a big picture view and to know that there actually is real method torepparttar 142898 madness!


Patricia Soldati is a former President & COO of a national finance organization who re-invented her working life in 1999. As a career change specialist, she uses business savvy, coaching skills and "possibility thinking” to guide burned out corporate professionals into soul-satisfying work, safely and smartly. For 5 complimentary career change lessons, visit www.findworkyouloveandthrive.com/catlibrary/5lessonslandpage.html

The Power of Effective Coaching Skills

Written by Mark Wayland

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“within successful business units (with above average performance) employees have clear expectations, close relationships, can see how what they do relates to “something significant,” and have an ongoing opportunity to contribute to that “something significant” while learning and growing as individuals.”

It found that successful business units were 50% more productive, had a 13% lower employee turnover, were 44% more profitable and had a 50% better level of customer satisfaction compared to those that had below average performance.

Interestingly, coaching skills often is associated with leadership. Warren Bennis (an associate of Peter Drucker) has 4 characteristics of leadership:

  1. commitment to a mission
  2. communicating a vision
  3. self confidence
  4. personal integrity

The first two characteristics involve effective coaching andrepparttar last two are personal qualities of a leader. The first two addressrepparttar 142891 performance indicators mentioned by Coffman and Harter above and deal withrepparttar 142892 question, “what standard or parameters do I coach to?” It’s difficult to coach people if you have little grasp of your team’s purpose or image ofrepparttar 142893 future that they can attain. A workable vision should include milestones that indicate progression towards realization. Without these two, team members will have little guidance and will be left to their own devices as to what successful growth means. Therefore encouraging coaching fosters leadership as people acquire a mindset, communication skills and values that will help build partnerships and commitment torepparttar 142894 organization’s goals. Aligning organization business outcomes with employee needs while addressing their performance imperfections, viarepparttar 142895 activity of coaching, gives leadership meaning and challenge.

Added to this, most organizations have company value statements that say something like “we value our people”. An effective coaching skills strategy that emphasizes collaboration and respect rather than control and faultfinding, adds a tangible aspect to this value. People can see an effort being expended in helping them do a good job and experiencing a sense of achievement.

Effective coaching skills, therefore, contributes to not only a “push” to achieving business outcomes, but also a “pull” towards effective leadership.

By usingrepparttar 142896 CMOE eight step coaching skills model, rather than free form coaching, you introduce a systematic approach to improving performance. Typically, people judge themselves onrepparttar 142897 basis on their intentions and most managers are well intentioned, doing their best. But they also report that sometimes they achieve a performance improvement result and sometimes not, and don’t know why. Coaching effectively is not as simple as some models and writers would lead us to believe. There is a critical balance between being supportive and caring and being clear and direct. A systematic approach teamed with a collaborative attitude keepsrepparttar 142898 coaching process objective and focused on business outcomes. This facilitates giving feedback by reducing personal bias. Together with a shared vision, coaching will produce changes in skills that produce measurable results and not just random activity.

A systematic coaching approach is very helpful withrepparttar 142899 more “difficult” people. Kate Farrelly notes that most managers try to avoid conflict, almost at all costs. Conflict is usuallyrepparttar 142900 natural result of people pursuing different aims with resolution traditionally a contest of power or guile. Some managers avoid or denyrepparttar 142901 existence ofrepparttar 142902 issue because they feel it may demotivaterepparttar 142903 person orrepparttar 142904 team, or maybe they feel they don’t have enough skills to coach this individual. The reality is thatrepparttar 142905 aims of those in conflict are rarely clear or agreed. Conflict lessens whenrepparttar 142906 coach and coachee can agree onrepparttar 142907 kind of future they both want;repparttar 142908 way things should be – shared vision and shared expectations, boundaries and guidelines. In fact, if all coaches (withinrepparttar 142909 organization, business unit, etc) userepparttar 142910 same systematic approach/ model they talk a common language – it’s easy for them to share tips and techniques that work, especially on these more challenging people.

Managers, employees and established work practices are under pressure to change and achieve results never before asked of them. Effective coaching skills, while not being a resolution, can be a major contributor torepparttar 142911 solutions. Effective systematic coaching is an opportunity to build meaningful partnerships between members of an organization who meet these challenges. Without effective coaching skills, progress is just that much harder.

Mark Twain said it all, “I’m all for progress, it’s change that I don’t like!”

Mark Wayland works for The Center for Management and Organization Effectiveness, Inc.

If you would like to learn more about CMOE’s coaching skills and discover what 100,000 managers have learned around the world, please contact a Regional Manager at (801) 569-3444.

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