The question for leaders in organizations today is how do
we go about unleashing motivation, facilitating idea creation,
promoting information flow and go beyond being Number One?
How do we distance ourselves from our competitors? We cannot
relax and take our success for granted. Our competitors are
fierce and anxious to take back market share, produce the
next blockbuster product, or invent some new technology to
better serve customers.
One of our greatest competitive advantages is our people and
culture. If we can continue to teach, inspire, and select
the best, we can continue to be a premier organization in
the world. We will continue to be first in bringing value
added and quality enhancing products to people around the
world. We will also continue to be the employer of choice.
In order to achieve this goal, managers can subscribe to many
leadership theories and concepts. Some of these theories provide
only a general awareness of successful leadership techniques.
Some are too complex and academic to be useful in the real
world. Today's manager needs tools that are specific, detailed,
and practical that will enable managers to:
- help team members achieve their highest potential
- motivate team members to contribute their best effort
- maintain core values and standards of conduct
- manage performance and results
- promote innovation and help others think "outside
- create a culture of continuous improvement
- build productive and valued relationships with customers
- tap into each employee's reservoir of experience, talent,
- achieve maximum teamwork, inclusion, and communication
Leaders today want practical and uncomplicated solutions
that they can apply immediately. The Coaching program was
designed by Dr. Steven J. Stowell and his team at the Center
For Management and Organization Effectiveness (CMOE) for this
purpose. Research over the past two decades revealed a lack
of effective coaching skills by many leaders. As a result
of field research and hands on interaction with 325 organizations
in 13 different countries, Dr. Stowell has defined a set of
coaching skills used by effective leaders. This road map is
not a checklist or a "quick fix." Although the steps
are easy to learn, effective coaching skills are only developed
when managers decide to apply them and tackle the real issues
that drive business forward.
A Road Map
Coaching Skills training provides leaders with powerful, proven,
and practical skills that help you define direction, shows
you the sharp turns mileposts in a coaching discussion. But
just like driving, the weather and road conditions change
each time you set out on a coaching journey. Good judgment,
common sense, along with an understanding of the person is
needed to be successful. This will allow managers to gain
maximum effectiveness from each interaction.
What is Coaching?
Coaching is a skill that leaders practice as they manage
performance, mentor, problem solve, teach, and guide others.
- effective two-way communication and dialogue
- observation of performance, followed by constructive
- an investment in helping others succeed
- a focus on performance and achieving results
- courage to address difficult issues, and engage others
in growth opportunities
- time to help people improve as jobs, technology, and
Coaching is a process, not an event. It is the ongoing and
consistent way in which we present ourselves, and through
which we build and maintain relationships with others. Coaching
is not a top-down weapon you use on a subordinate. Coaching
is a partnership designed to tap into the knowledge, information,
synergy, and talents people bring to the problem solving process.
A good coach:
- promotes open and constructive discussion
- is comfortable with differences
- uses authority and power sparingly
- is not demeaning or disrespectful of others
- creates a safe environment for interaction, disclosure,
and information flow
- shares views, facts, and information in a non-threatening
- is open to new ideas, and to the possibility that he/she
has an incomplete understanding of the situation
- focuses on learning and change
- strengthens and empowers others
- maintains high expectations and performance standards
- unleashes motivation and creativity
Coaching skills are not found, they are actively developed
by people who want to lead and be an influence in their organization.
Coaching takes some time (but not a lot of time). Time is
an important ingredient and you will need discipline to manage
all the priorities and business demands leaders face today.
Extra time isn't going to come looking for you. You have to
think of coaching is an investment.
Coaching also takes energy. You will need to pick your battles
and decide what is important and what isn't. Your coaching
effort is an asset that must be deployed wisely.
Coaching takes courage. There is always a risk that someone
could feel hurt or take offense when you put the microscope
on some element of his or her performance. Don't take reactions
personally. You should be more concerned if people don't react,
if they seem indifferent. If you inadvertently touch a nerve,
or if people are extremely sensitive, you will need to draw
on your support account.
Finally, be patient and persistent. Change frequently happens
slowly for people. If you encounter someone who wants to make
a quantum leap, it's a real bonus. Enjoy it, but remember
that the real work of a leader is helping those who don't
immediately recognize the need or opportunity to improve.
Keep in mind that when you coach you won't be receiving accolades
and embraced as a hero. Most people need time to process and
grasp the magnitude of what you are conveying to them.
Learning to be a good coach is a life long journey. The learning
you are about to engage in represents a solid step along that
journey. Enjoy the trip, participate and ask questions in
the workshop, trust yourself in the practice sessions, and
learn from your colleagues.
To learn more about CMOE's Coaching Skills model please contact
a Regional Manager at (801)569-3444 and discover what 100,000
managers have learned around the world.
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