The three other ways to be a successful coach:

Written by Steve Wright

Continued from page 1

Directive is aboutrepparttar nuts and bolts of a task. Considerrepparttar 148235 enthusiastic beginner, they have low competence and simply need direction on how to do it. That is being directive.

Supportive style is about targetingrepparttar 148236 commitment ofrepparttar 148237 staff member. Working on bothrepparttar 148238 staff member's confidence torepparttar 148239 task, as well as their motivation, supports them to userepparttar 148240 competence they have.

Putting it all together The enthusiastic beginner is fairly obvious - Directive.

From then on, as both competence and commitment grow,repparttar 148241 staff member moves throughrepparttar 148242 three remaining levels. As competence growsrepparttar 148243 need for directive leadership falls away. As confidence and motivation develop, supportive style coaching can be reduced.

The real art is in both assessingrepparttar 148244 levels of competence, confidence and motivation and then deciding what level of directive/supportive coaching are needed forrepparttar 148245 individual. This is whererepparttar 148246 skill ofrepparttar 148247 leader comes to play.

I had a case where a staff member had never needed much direction at all. She was used to takingrepparttar 148248 initiative and had started to venture outside her normal comfort zone. While her competence and motivation remained, her confidence was low for this area of work. I was caught off guard and did not support her enough, based on my experience with previous tasks.

I have also found people have different sensitivity to leadership. Inrepparttar 148249 above case, I was lucky. With just a small amount of supportive behaviour she responded and was back on track. In other cases I have not been so lucky. Some people are less sensitive to coaching - ie when they need it, they need a lot. These arerepparttar 148250 ticking bombs. Again a self reliant achiever moving outside their comfort zone. They simply lacked confidence. However being less sensitive to coaching, I had to work hard to convince them enough to give it a try. These people would often be seen as high maintenance. But if we understandrepparttar 148251 Blanchard model we can more efficiently direct our leadership efforts torepparttar 148252 confidence, motivation or task direction.

I have been trying this approach, and I have not found it easy. I tend to get wrapped up inrepparttar 148253 definitions of D1 to D4 and have to stop and step back. I feelrepparttar 148254 value may not be so much inrepparttar 148255 specific answers butrepparttar 148256 asking ofrepparttar 148257 questions. It certainly has made a difference and I often find myself not jumping in, but stopping, consideringrepparttar 148258 developmental level ofrepparttar 148259 person and only then acting. I feel this in itself is a good result.

Try it for a month, and atrepparttar 148260 end step back and try to observe how you have been behaving differently, I think you will be impressed.

Cheers Steve

After years as a successful consultant I found myself leading a team. In an effort to move from being a leader to showing Leadership I am on a journey of discovery. If you have found yourself in a similar position, join with me at - Steve

Going public: now that you have successfully made the transition, what do you do?

Written by Joseph Quinones

Continued from page 1

I won’t mention any names but I know of several franchising companies that have acquired many different franchises some as many as 600 different franchises. But all they have done is acquired names of different known franchises becauserepparttar the earnings have not improved nor hasrepparttar 148191 price ofrepparttar 148192 stock. These companies are trading for pennies with little or no chance for improvement since they have a ton of stock outstanding.

That is one reason that acquisition must be done prudently and selectively, and not just forrepparttar 148193 sake of gettingrepparttar 148194 name of your company inrepparttar 148195 papers.

You must have a business plan andrepparttar 148196 fortitude to stick by it regardless ofrepparttar 148197 critics,repparttar 148198 business plan must be flexible enough to allow you to make changes when necessary. This plan must be in writing and available to potential investors. If you approach investors without a business plan you will have a difficult time trying to convince them that you are offering a good investment.

A business plan shows investors that you know what you are doing and where you want to takerepparttar 148199 company. A lack of a business plan indicate a lack of direction, some entrepreneurs are big dreamers but their plans tend to swing all overrepparttar 148200 place causing them change direction every other week.

Begin by designing a strategy forrepparttar 148201 future, taking into consideration what you want to accomplish after you take your company public. If you have a plan your chances of success will be greatly improved.

By being successful fromrepparttar 148202 beginning opportunities will present themselves almost immediately and give you a head start onrepparttar 148203 competition.

If you are thinking of going public visit our website:

Joseph D. Quinones, President of Genesis Corporate Advisors has spent over 25 years in the securities industry. In 1992 he founded JDQ Financial Group, Inc. and proceeded to build it up from a one man operation to the point where it employed many traders, advised numerous client and generate millions in revenues.

    <Back to Page 1 © 2005
Terms of Use