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Self help the menegment - Nelson B.

Nelson B. Self help the menegment - wiley publishing , 2005. - 304 p.
ISBN 0-471-70545-4
Download (direct link): selfhelpthemanagementbible2005.pdf
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Step 2: They do; you say. The next step is for the coach to have the employee do the same procedure as the coach explains each step.
Step 3: They do; they say. Finally, as the coach observes, the employees perform the task again as they explain to the coach what they are doing.
And here’s a tip from one coach to another: It also never hurts to have employees create a “cheat sheet” of the new steps they learned. This job aid is invaluable at helping new behaviors become habit for your employees.
The vast majority of a manager’s job consists of the daily shaping of talents and chipping away at problems to achieve desired objectives, not in the huge win or the big splash that blows the competition out of the water. Sure, most managers get to experience the occasional big success that makes the day-to-day routine worth enduring, but it’s often the little things that count when it comes to business.
That’s why the best coaches are always keeping an eye out for turning points—the daily opportunities to succeed that are available to any employee who takes the time to look for and then act on them.
The big wins don’t often happen overnight or out of the blue; they are instead a direct result of building a foundation of numerous smaller wins along the way. Meeting a difficult customer’s needs, finding a way to shave a few more dollars off the unit cost of a best-selling product, inspiring an employee to redouble his efforts in the face of adversity— all are turning points, and each one builds to larger successes. Good coaches know that by focusing on the right activities, the right results aren’t far behind.
Coaching is a daily event, not just something to be brought out and dusted off for special occasions. The best coaches spend time with employees to help them succeed and they complement and supplement the abilities and experience of their employees by bringing their own abilities and experience to the table. Coaches reward their employees when they achieve their goals, and they help their employees learn important lessons when they make mistakes—and every employee no matter how good makes mistakes.
Let’s walk through an example of how to deal with an employee who needs coaching. Use the following guidelines when coaching an employee:
Ask Bob and Peter: How can you motivate a person to be a team player after a long period of time as a loner? This person is very confrontational, has strong dislike/ distrust of management, and is a union employee.
Your question brings up a couple of points. Any employee who distrusts management probably has a reason (or two or three or more) for feeling that way. In a case like this, it's likely that managers in his or her past have failed to uphold promises or commitments made to the employee—and probably on more than one occasion. The first thing you have to do is to build a bridge of trust between the employee and yourself. Depending on the employee, this can potentially take a very long time. However, if you keep your promises and if you are fair in your dealings with all of your employees, you can establish trust with even the most negative worker. Second, reward the behavior you want to see more of. Put your employee in situations where he or she has to work in a team setting. Assign him or her to a self-managing team, to an employee committee, or to work on a community project. Then reinforce any positive team behavior that he or she exhibits. This doesn't have to be with money—a simple word of thanks or a written note making a big deal about an employee's accomplishment can be very effective. Above all, be patient. It's probably taken your employee a long time to get to the place where you find him or her now. It will probably take a long time to get this employee to the place you envision. But get moving in that direction, one step at a time.
• Meet with your employee. Before you can coach, you’ve first got to meet with your employee. Make an appointment with your employee as soon as you can after the issue or problem is apparent. Be sure to choose a location that is quiet and free of distractions— your office will probably be the ideal place—and hold your phone calls or forward your phone to voice mail.
The Management Bible
All development is self-development, yet at the same time, having someone who can help coach us allows us to achieve more in our work and lives along the way. Who's one of the greatest golfers alive today? if you said Tiger Woods, know that he has a coach to help him keep at his best and improve. Every manager serves as a coach for his or her employees, helping them to become the best they can be in their jobs. It's a responsibility that should be taken seriously, with planned feedback sessions and specific plans for improvement. It's also a responsibility that can be chipped away at every day at work. Any given assignment, for example, can also be a learning opportunity for an employee to stretch and grow, learning new skills that can be applied in other ways for years to come. And a steady stream of feedback can make it easier for employees to fine-tune their performance.
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