Books
in black and white
Main menu
Home About us Share a book
Books
Biology Business Chemistry Computers Culture Economics Fiction Games Guide History Management Mathematical Medicine Mental Fitnes Physics Psychology Scince Sport Technics
Ads

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
Previous << 1 .. 21 22 23 24 25 26 < 27 > 28 29 30 31 32 33 .. 85 >> Next

• Listen! Too many people love to talk, but too few love to listen. When you listen to an employee, she will be extremely motivated because you’re demonstrating to her that she is important enough for you to take time out of your busy schedule to focus on her. Ask your employee to bring you up to date with the situation, her concerns, and any possible approaches or solutions considered. Let her do the talking while you do the listening.
• Reinforce the positive. Before you point out areas that need improvement, it’s important to first point out the things that your employee did right in the particular situation. Be sure to let your employee know when she is on the right track. And do it now, don’t wait until later!
LEADERSHIP: THE PEOPLE THING
87
• Highlight areas for improvement. As we mentioned earlier, every employee has areas in which performance can be improved. Explore with your employee the assistance that you can provide, whether your employee needs more budgetary resources, additional training, or whatever is necessary. Be sure your employee knows that you are confident in her ability to do a great job.
• Follow through. Once you make a promise to support your employee, then be sure to follow up on your side of the bargain. There’s little more demotivating than a manager who promises one thing, then does something else.
And don’t forget to be patient. Not everyone is the same, and some people will make progress faster than others. It’s your job to assess the differences in abilities among your employees, and then to use that knowledge to tailor your approach appropriately.
TOOLS OF THE TRADE
As a coach, you’ll undertake a wide range of activities, tailored to the specific needs of your individual employees. In some cases, this may mean nothing more than an occasional, informal progress check while making the rounds of the office. In other, more extreme cases, this may mean scheduling frequent, formal meetings with the employee to provide intensive coaching on an ongoing basis.
Every coach has his or her unique approach to coaching; here are some of the best:
• Make time for team members. How can you expect your employees to make time for your organization and your customers if you don’t make time to for your employees? While you cannot be at their unlimited disposal every waking minute of every day, they shouldn’t
88
The Management Bible
have to make an appointment six months in advance for a five-minute discussion. Remember that your employees are your number one priority and act accordingly.
• Provide context and vision. Instead of simply telling employees what to do, the best coaches explain why. Coaches provide their employees with perspective and they help them see how their work fits into the big picture. Rather than creating long lists of dos and don’ts, effective coaches demonstrate how the organization works and then lets employees choose their own path within it.
• Transfer knowledge and perspective. Most coaches have more experience and expertise than the people they are coaching—at least in the areas that are being coached. It’s the coach’s job and duty to spread that experience and expertise broadly around the organization and not to hoard it for some distant day.
• Be a sounding board. Because coaches have often been through the same problems or responded to the same opportunities as their employees are experiencing, they make great sounding boards. Employees can run their ideas by a coach to get an opinion before they implement them—possibly averting a disastrous outcome. Effective coaches help their employees work through issues and come up with the best solutions themselves.
• Obtain needed resources. Employees may simply need additional resources to make the jump from marginal to outstanding performance. It’s a coach’s job to be attentive to these needs and to do whatever he or she can to help provide the needed resources, whether time, money, staff, equipment, or other assets.
• Offer a helping hand. Learning a new job or procedure can be an overwhelming experience for an employee. Coaches help workers make it over the hump by reassigning current duties to other employees, authorizing overtime, or taking other measures to allow overwhelmed employees to come up for air and catch their breath.
LEADERSHIP: THE PEOPLE THING
89
------------------------- POP QUIZ! --------------------------------
Coaching is one of the most fundamental—and elusive—skills of managing. Check your knowledge of what it takes to be a good coach:
1. A good coach is demanding, but fair. How can you best balance these two dimensions?
2. What are the three steps of foolproof coaching?
3. As a coach, you need great patience. How is your patience in working with and managing others? How could you improve?
4. Coaching is a developmental process that can best be done by looking for what type of opportunities for learning?
5. What are the steps of an effective coaching session?
Previous << 1 .. 21 22 23 24 25 26 < 27 > 28 29 30 31 32 33 .. 85 >> Next