these are demanding times in an increasingly complex world the organizations that will endure are those that are able to make the most of their Human Resources their people research has shown that managers have the ability to manage conflicts evaluate data manage operations and motivate others but what they are worse at is developing their direct reports fostering the growth and progress of people skills is often overlooked because it takes time and there is little training offered in how to do managerial coaching coaching is simply the one-on-one interaction between a manager who is the coach and a
person who is being coached successful leaders will be those who give followers what they need when they need it to perform to the best of their potential the coach's role is to actively listen observe question and provide feedback people who are coached and developed will stay longer in an organization if you take the time to coach employees for performance it will improve the effectiveness of individuals which in turn improves the Effectiveness and efficiency of the organization research has found that the transfer of learning from training to the workplace is four times greater with coaching and
mentoring an increased number of organizations are implementing formal mentoring programs it is my hope that when you are in an organization you will have the opportunity to Mentor someone or encourage your HR management to develop a mentoring program coaching is the process of helping others discover their own greatness coaching is used to increase job knowledge improve skills create positive working relationships produce personal and professional growth and ultimately improve performance traditional managing is viewed as telling controlling directing and having Authority coaching however is viewed as empowering facilitating developing supporting and having a partnership in other words
you can directly tell someone what to do or you can coach them into developing their own plan coaching draws out of someone their own solution through listening reflecting summarizing and asking questions you can ask to help an employee solve problems can be what do you see as your biggest challenge what might get in the way of meeting the deadline what are the biggest risks what do you need from the team what is working what's not working what would you suggest as a solution are you using your strengths sometimes managers need to give direction but other
times they engage activity with an employee until they gain the skills and still other times they delegate completely trusting the performance ability of the employee determining how to best manage an employee is called contingency Theory contingency Theory evaluates your leadership style the employee characteristics at the time of the task or project and the job situation Ken Blanchard a management expert and author created a coaching for performance method called situational leadership which uses contingency Theory situational leaders are encouraged to adapt their leadership style Behavior to best match the characteristics of the individual or group in relation
to a given job situation in canvas I will guide you through five case studies to help you determine your leadership style you will then evaluate when to use situational style 1 called directing situational Style 2 called problem solving also known as coaching situational style 3 called developing and situational style four call delegating or empowering let's look at each quadrant in quadrant one when you onboard a new employee the manager gives clear Direction and expectations when a team is in the forming stage they are in quadrant one and the team leader has to be very verbal
and direct in quadrant two the individual or team is dependent on your expertise as they learn a new task or start a new project the manager needs to be available encourage the employee to ask questions and there is a give and take in the manager employee relationship this quadrant closely resembles the storming stage in quadrant three High performing individuals and teams need limited interaction in fact this is an opportunity to let go and let the employees learn and discover they will come to you as the expert only when they need you or you might step
in occasionally this is most similar to the forming stage in quadrant four Once High performing individuals or teams get their directions they can be completely empowered to complete the Tasker project on their own and there is very little interaction the goal is to get all employees and teams to the quadrant four stage but the process does not always go in a linear direction from Quadrant One to two to three to four sometimes it goes in the opposite direction sometimes we hire people already qualified in quadrant four as we continue this discussion in the course you
will learn how to evaluate the employee and the job assignment and determine which quadrant to start in we discovered in the textbook chapter on motivating employees there is not one size fits all there's not one motivation that works with all people we discovered that employees have a specific communication Style with the animal personality assessment and we explored our unique strengths with the Gallup strengths finder situational leadership along with coaching and feedback offers a method to successfully guide individuals and teams to high performance by considering all these characteristics of employees and understanding your preferred leadership style
this educational segment is going to empower you see you in canvas
