Coaching - The New Word in Management

Written by Megan Tough

The Old Way – Command and Control Although workplaces and management styles have come a long way inrepparttar last decade,repparttar 119506 command and control style of management behaviour remains common practice in many companies. This management approach basically means that employees are told exactly what to do, when to do it and even how it should be done. The manager is in charge, has allrepparttar 119507 answers, and fixes allrepparttar 119508 problems.

It’s no surprise that plenty of people find this approach demotivating, and that workplaces with a command-control style are rated as pretty unsatisfying. When it comes down to it, none of us really enjoys being told exactly what to do, and neither do our employees. When people feel as though they have no say and are given no opportunity to contribute outside of their work tasks, then they switch off and become “disengaged”.

The command and control approach is being phased out for a more collaborative and engaging style – a “Coach” approach or being a “manager-coach”. This is a positive shift – as long as we support our managers in understanding what on earth is meant by a “coach approach”, and how expectations of them are changing.

Coaching – What does it really mean? The coaching profession has exploded in recent years, diversifying across many different fields and industries. All of these people are dedicated to helping others achieve their goals, improve aspects of themselves or their business, or move forwards from where they are today.

In a work environment,repparttar 119509 role of a manager-coach can be described as : •achieving results and excellence through others rather than personally taking care of things, and •focusing on developing employees in order to achieve business results rather than micro-managing their every move.

Adopting coaching as a management style requires managers to help other people unlock their potential and enhance their own performance. It’s about supporting people to learn instead of telling them whatrepparttar 119510 answers are.

The mindset ofrepparttar 119511 manager-coach is to create an environment that fosters learning, independent thinking and opportunities to contribute. The manager-coach doesn’t want to be seen as a solution provider. Rather, they want to be seen as a facilitator, pavingrepparttar 119512 way for team members to achieve their results.

Coach managers are a role model for others. They are excellent listeners and communicators, providing perspective and encouragement whilst setting high standards and expectations.

Making coaching behaviours part of what you do

1.Stop thinking about employees as people that need to be controlled or managed and give themrepparttar 119513 latitude to take actions and make decisions. Trust is a vital component of this equation. If you can’t trust people to do their jobs well, then you either haverepparttar 119514 wrong people inrepparttar 119515 jobs, or you haverepparttar 119516 right people but you haven’t trained them sufficiently. A third option is thatrepparttar 119517 people are properly skilled, butrepparttar 119518 manager just can’t let go. 2.Listen, listen listen. If there are unhappy or disgruntled people in your business, you can guarantee that at some stage they’ve tried to tell you whatrepparttar 119519 problem is. It’s likely you weren’t listening (or didn’t want to listen), or perhaps your initial reaction maderepparttar 119520 person think twice about bringingrepparttar 119521 problem to you. Truly listening is one ofrepparttar 119522 greatest skills to develop, regardless of your role. Good listeners are genuinely interested, convey empathy, and want to find out what’s behindrepparttar 119523 conversation. Great coaches are great listeners –without exception.

Hiring for Success

Written by Megan Tough

Hiring someone new to work in your business is one ofrepparttar most critical decisions a business owner makes, although it is not always givenrepparttar 119505 justice it deserves. If a position is vacant, or additional staff is needed, recruitment decisions are often driven byrepparttar 119506 pressure to get someone in quickly, rather than waiting forrepparttar 119507 best person to fillrepparttar 119508 job. Lack of proper and systematic recruitment process can also result in a high cost torepparttar 119509 business.

The direct and indirect costs of this recruitment process are many, and have been estimated to be at least 30% ofrepparttar 119510 new person’s salary on average:

·Recruitment costs – include advertising and agency fees (if used), travel ·Cost of time – for everyone involved inrepparttar 119511 interview process ·Cost of havingrepparttar 119512 job unfilled ifrepparttar 119513 process is lengthy ·Cost of lost productivity – “the show must go on!” Co-workers are picking up extra workload and completing unfinished projects. The reduced productivity of managers who lose key staff can be a big issue ·Cost of training – on average it takes 20 weeks for new employees to become fully productive. Consider alsorepparttar 119514 costs of orientation, learning materials and lost productivity ofrepparttar 119515 manager overseeingrepparttar 119516 new employee. ·Costs of person filling in – this may be a current employee, in which case their own job suffers, or a temporary person.

Further costs are incurred whenrepparttar 119517 process is inefficient and time-consuming, and whenrepparttar 119518 process does not result inrepparttar 119519 best person forrepparttar 119520 job being hired.

Sorepparttar 119521 incentive to hirerepparttar 119522 right people and keep them for as long as possible should be a focus for all businesses.

So what approach to recruitment givesrepparttar 119523 best chance of long-term success?

Job Definition You need to have a clear understanding of whatrepparttar 119524 job involves in terms of activities, responsibilities and priorities. Oncerepparttar 119525 nature ofrepparttar 119526 job has been clearly defined, we can begin to specifyrepparttar 119527 attributes (education, skills, experience, competencies) of a person who is likely to dorepparttar 119528 job successfully. It is these, particularlyrepparttar 119529 qualitative skills, that makerepparttar 119530 biggest difference to job fit.

Attracting and Assessing Applicants There are numerous sources for finding applicants for a job. Some of these include traditional newspaper advertising, approaching people directly, use of agencies, job groups, unemployment agencies and so on. The one you use will vary depending onrepparttar 119531 job and industry. When it comes to assessing applicants, most people makerepparttar 119532 same mistake – we all believe we are good judges of character, and trust our gut when it comes to making hiring decisions. Sometimes this will work, often it will not. A sound recruitment process works to take as much ofrepparttar 119533 subjectivity out ofrepparttar 119534 process as possible.

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