The three other ways to be a successful coach:

Written by Steve Wright

Until I found out about this, I generally coached everyonerepparttar same. Only in about one out of four cases it seemed to work. Thats because there are three other ways of coaching that I simply did not know about.

Ken Blanchard's Situational leadership II is all aboutrepparttar 148235 leader (read coach) making a conscious decision on their behaviour to best encourage and support each specific staff member.

How logical does that sound? Its one of those statements that is so obvious, and yet I knew straight away its something I simply have never done.

Blanchard has identified four leadership styles to be associated with four levels of staff development. Ah! I hear you say "I treat different people differently, so I already do this. So there aren't three other ways." But there is a catch?repparttar 148236 staff development level is based onrepparttar 148237 specific task. Ask yourself, do you treatrepparttar 148238 same staff member differently when in relation to different tasks? This wasrepparttar 148239 key for me.

I am fine with treating people differently, butrepparttar 148240 same person depending onrepparttar 148241 task just does not feel right. I can recall inrepparttar 148242 past being sometimes surprised at how someone who has normally managed to quite independently complete tasks, stumble their way through far easier ones. I was not consideringrepparttar 148243 person andrepparttar 148244 task combined.

Development Levels Blanchard has defined four levels.

When we start, we know little and are probably not very good at our new job. As an enthusiastic beginner, we are however always keen, showing high commitment as a response to being givenrepparttar 148245 opportunity of a new position or level of responsibility.

After some time, commitment wanes as eitherrepparttar 148246 job is different to expected or maybe harder and progress is slower. This isrepparttar 148247 second level described asrepparttar 148248 disillusioned learner.

As time and experience continue, competence builds, but oftenrepparttar 148249 commitment lags behind. Still carryingrepparttar 148250 disillusionment,repparttar 148251 staff member is not so sure about their ability.

Finally,repparttar 148252 staff member begins to believe in their own abilities and commitment returns to supportrepparttar 148253 high capability and they are then defined as aself-reliant achiever. FOR THAT TASK.

I have to keep reminding myself to assessrepparttar 148254 individual onrepparttar 148255 basis ofrepparttar 148256 work being done. The rules are based on Competence and Commitment. A good action now is to think of a task or goal recently delegated to a staff member. For that task, are they highly competent? - Can they do it easily? Onrepparttar 148257 other side, are they committed? Do they believe they can do it?

Now we know their development level forrepparttar 148258 task or goal, how do we behave?

Leadership Styles Blanchard uses two scales: Directive and Supportive.

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

Written by Joseph Quinones

Going public: Now that you have successfully maderepparttar transition, what do you do?

Ok, you have successfully accomplished your dream of beingrepparttar 148191 CEO of a public company. The stock of your company has a symbol and you are continually going torepparttar 148192 computer to checkrepparttar 148193 price, you tell all your relatives and friends and you even tried to encourage them to buyrepparttar 148194 stock.

You think your job is done, you selected and excellent market maker, you released a an announcement torepparttar 148195 financial news media, but nothing is happening.

If you are playing basketball and you make a three point shot do you sit onrepparttar 148196 court and admire your accomplishment or do you go back and play defense? You do not have to managerepparttar 148197 price ofrepparttar 148198 stock like so many CEO of newly listed companies try to do, instead you go back to work and userepparttar 148199 newly acquired tools to grow your company.

As a public company now you can now approach investors and let them now that you are working hard to growrepparttar 148200 company but if they should need some liquidityrepparttar 148201 market will provide it.

You can now go out and retain a public relations firm and make sure thatrepparttar 148202 investors know who you are and where to find you. But before you do this make sure that you can affordrepparttar 148203 investors relations company, otherwise you will have to learn how to promote your company and stay withinrepparttar 148204 legal boundaries as define byrepparttar 148205 regulators.

You will now be able to attract and retain more highly qualified personnel by offering stock options and bonuses. Because you will need them. Withrepparttar 148206 privilege of being a public company comes added responsibility, so you must have highly competent personnel to meetrepparttar 148207 challenge. Now as a public company you have received a tool to help you grow your company. As a public company you have stock with a known market value, The stock can be use for acquisitions.

Acquisitions must be made in a prudent manner, you have to make sure thatrepparttar 148208 companies have synergy and you are acquiring something of valuerepparttar 148209 will make your company larger and more prosperous.

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