Written by CMOE Development Team

Continued from page 1

In general, a management coaching meeting should take place only after an employee understands clearly what’s expected and has received feedback at least once that his or her performance is not what it could or should be. However, in some cases, certain significant events may berepparttar focus of a coaching meeting, before they develop into a pattern of behavior. For example, a manufacturer decided that any safety violation – no matter how minor – would be addressed in a coaching discussion and, if significant, could lead to formal discipline.

Coaching involves these critical elements:

  • A two-way dialogue
  • A series of interdependent steps or objectives
  • Specific coaching skills and strategies
  • Courage and conviction
  • A personal sense of humor

The management coaching process has two primary areas of focus: helping an employee recognizerepparttar 135350 need to improve his or her performance and developing an employee’s commitment to taking steps to improve performance permanently.

While all ofrepparttar 135351 steps inrepparttar 135352 C.M.O.E coaching model are important,repparttar 135353 most critical one is often not understood or carried out effectively – getting an employee to recognize and agree that there is a need to improve his performance. That step is equally important whether an employee has a specific performance problem or an employee is an average performer who could do better. Without a felt need for change and greater self awareness, there’s little likelihood that any improvement will occur or that it will be permanent.

The Center for Management and Organization Effectiveness (CMOE) seeks to improve individual leadership and team member skills within organizations.

For professional information on management coaching, visit CMOE.

Executive Performance -- Who's to Blame for Incompetent Managers?

Written by Dr. Robert Karlsberg and Dr. Jane Adler

Continued from page 1

Every executive has strengths in some arena. The first key to effective leadership is correct placement. If an executive doesn’t haverepparttar talent for one area, he or she should be givenrepparttar 135292 opportunity to do a different job. Richard Branson, billionaire founder ofrepparttar 135293 Virgin Group of companies, believes strongly that if an employee is not excelling in one area ofrepparttar 135294 company, he or she should be givenrepparttar 135295 opportunity to do well in a different Virgin Group job. At Virgin, firing is seldom an option.

Coaching, too, can make a difference. It’s understandable that company leaders would hesitate to throw good money after bad by investing in coaching for problem managers. However, many organizations indiscriminately assign rising managers to executive development programs regardless ofrepparttar 135296 specific needs ofrepparttar 135297 individual. This is clearly a waste of time and money. Highly targeted and personalized executive coaching can be far more cost-effective in developing leadership competence.

Today’s organization can’t afford to lose quality people due to managerial incompetence. But wasting time affixing blame won’t help. Greater investment in effective evaluation and coaching is a drop inrepparttar 135298 bucket compared torepparttar 135299 expense of recruiting and training new people – not to mentionrepparttar 135300 ultimate cost of employee disengagement and apathy.

Dr. Robert Karlsberg and Dr. Jane Adler are senior leadership consultants and founders of Strategic Leadership LLC. They work with senior executives to maximize performance, facilitate transitions and accelerate major change initiatives. Contact them at 301-530-5611 or visit

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