Leadership Coaching – “Easier Said Than Done” Written by Steven J. Stowell, Ph.D.
Continued from page 1
We hope you are not confused by term “steps.” Think of it as a process that contains certain elements or skills and don’t look at coaching as a rigid, formal process. In one study, we discovered that Managers were three times more likely to use Eight Step Coaching Model in spontaneous and informal applications than in planned, formal, more lengthy discussions. When you are in a formal situation, we suggest you plan ahead, review Model, and prepare yourself in advance. When a coaching moment emerges informally or unexpectedly, we suggest you pick and choose skills or steps that you want to bring out at that moment. Remember coaching is a process, so follow up and fill in any gaps that are created when you are coaching informally or “on spot.”
Coaching is a vital part of a DM’s job. We get results through efforts of our Representatives. The most non-supportive thing we can do to a Representative is to “not coach.” Effective leadership coaching will lead to a healthy relationship with your Representative. A recent study indicated that a key reason why people leave companies is because of a poor relationship with their Supervisor. We need to retain our quality people in order to be competitive over long-term.
Steven J. Stowell, Ph.D., is the Co-Founder of the Center For Management and Organization Effectiveness, Inc.
If you would like to learn more about leadership coaching or other CMOE management training programs, please contact a Regional Manager at (801)569-3444.
Coaching Employees - The Chronic ExcuserWritten by CMOE Development Team
Continued from page 1
Openly addressing Type 2 excuses allows you to review plans you’ve made, make sure they’re viable, and reinforce your confidence in team member.
Exercising patience in listening will help you weed out real obstacles from smokescreens. You can demonstrate support by removing legitimate obstacles. You can also teach a powerful lesson in accountability by exposing smokescreens.
Excuses also generally arise when establishing a plan. For team members with low confidence or little experience, it can be frightening to make commitments, and they may feel a need to “hedge their bets.” When a team member raises a concern indicating that circumstances beyond his/her control might prevent them from achieving their goal, this sends a message that they’re not sure they can carry out plan.
As you make a pattern of confronting – in a supportive, cooperative way – excuses made by reluctant team members, you’ll convey an important message about your commitment to accomplishing goals, helping your team members improve, and establishing a spirit of accountability in your work.
If you would like more information about coaching employees, please contact a Regional Manger at CMOE at (801)569-3444. You can also visit CMOE's website for more information.