Read e-book online Coaching Skills for Leaders in the Workplace: How to PDF

By Jackie Arnold

This booklet offers guide at the specifications for the Institute of management and administration training & mentoring skills degrees 5-7. As a pace-setter, senior supervisor or government, you're frequently required to behave as a trainer or mentor on your employees. This booklet will assist you manage training programmes that could make an important distinction to employees retention and motivation. it's going to provide the wisdom and talents you want to inspire your employees to develop that you can get on together with your personal crucial management position. during this ebook you will find how one can: - turn into a good chief and trainer *distinguish among training and mentoring - identify the appropriate training weather *develop potent conversation abilities - manage the 1st training consultation *present a company case for training ...and even more. you are going to additionally discover a number of the training types to be had and equip your self with worthy instruments and routines so you might hire on your training classes.

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Read Online or Download Coaching Skills for Leaders in the Workplace: How to Develop, Motivate and Get the Best from Your Staff PDF

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Additional resources for Coaching Skills for Leaders in the Workplace: How to Develop, Motivate and Get the Best from Your Staff

Example text

People Chapter 2 . Becoming an effective leader and coach 17 look to managers for guidance and so managers often find it unnatural to listen and not to give advice and suggestions. A good manager/coach, however, is someone who: & & & & & & & & & & & & is approachable; can be strategic; is a good listener; keeps an eye on targets/results; is consistent; is open to suggestions; can be flexible while keeping boundaries; is inspiring; makes people feel valued and supported; allows people the freedom to grow in their role; supports mistakes; and is encouraging and positive; A manager is the person to whom people look for actions and decisions.

Case study In a financial organisation in Sussex, one of the senior managers was considered ‘difficult’. He was set in his ways and people found him to be abrasive. He was, in their opinion, not able to ‘deal with people effectively’. ’ After discussing this with his boss he was able to explain that, if they would begin to see him as someone who had the potential to change, his own behaviour may become less abrasive. The outcome was that, through coaching, this manager was able to work on his people skills.

People need to feel safe in order to divulge information and to share ideas. It is also vital that all the stakeholders subscribe to the process and are totally committed to the programme. Everyone should, therefore, be clear about the following: & & & & What coaching is and what it isn’t (for the differences between coaching, mentoring, counselling and consulting, see Chapter 1). Why coaching is being introduced (what it will support/ influence/change). How it will be carried out (one to one, group, peer, face to face, over the telephone).

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