McGraw-Hill - Briefcase Books - Effective Coaching.pdf - Mcgraw-Hill [Briefcase Books] - motywacja007

The Goals of

Good Coaching

sages fast enough. They’re upset about it, and they say

they’re losing orders because of it.

All fingers point at Sonya. Incoming calls are routed to her

phone, and her voice mail backs everybody up. You’ve got to

solve the problem. What’s your first move?

We’ll come back to this situation after you’ve learn about

the goals of good coaching and how management by coach-

ing will help you get the information you need.

Are You Wasting Your Most Valuable Resource?

According to a recent survey by Market Facts’ TeleNation,

more than 90 percent of the employees polled believe they

have good ideas about how their companies could be run

more successfully. However, only 38 percent think their

employers would be interested in hearing those ideas, making

employees’ ideas a most wasted resource.

Do workers feel comfortable coming to you with sugges-

tions? Maybe your door is always open, but is anybody walk-

ing through it?

T he four district managers aren’t getting their phone mes-

Effective Coaching

An Accessibility Quotient Quiz

Your “Accessibility Quotient” is your openness to input from

your staff. How would your workers respond to the following

statements? Answer “yes” or “no” as you think they’d really

respond, not as you’d like them to.

My boss

1. asks for my opinion frequently.

2. listens to my suggestions.

3. takes my ideas seriously.

4. values my opinion.

5. checks with me before making a decision that affects my

work.

6. would defend me in a meeting of supervisors.

7. explains goals clearly when giving me a new project.

8. welcomes my questions about an ongoing project.

9. gives me latitude in deciding how to carry out a project.

10. saves criticism for one-on-one sessions.

What Your Responses Tell You About Your Management Style

Did you rack up seven or more positive responses on the

Accessibility Quotient Quiz? If so, you’re already exhibiting

many of the attributes of a good coach. One of the main goals

of management by coaching is to create an atmosphere in

which employees are willing and able to share their ideas with

their superior.

Getting fewer than seven positive responses doesn’t mean

you’re a failure, however. A low score just means you’ve got

some work to do. (That low score may also indicate that

you’re more honest and self-critical than most managers.)

Let’s look at each statement and what it indicates about

your working relationship with your employees.

1. My boss asks for my opinion frequently. The people who

work with you already know you don’t have all the answers.

So when you ask for an employee’s input, three good things

happen, before you even get an answer: (1) you show your

respect for the employee, (2) you show that you don’t think

The Goals of Good Coaching

you have a corner on wis-

dom, and (3) you open

yourself to an opportunity

to get valuable informa-

tion. “How do you think

we should handle it?” can

be one of the best things

you ever say to an

employee.

Watch Out for

Attitude

If you hesitated before answering

some of these questions, you may be

revealing a lack of awareness of

workers’ attitudes. If so, pay particu-

lar attention to tips in this book on

becoming sensitive to employee feed-

back, which includes written and oral

messages, of course, and also body

language and other indicators.

2. My boss listens to my

suggestions. Asking is

only half of the process. Listening is the other half.

Give employees your full attention. Indicate by word and

gesture that you’re taking in what they say. Ask questions.

Respond honestly.

3. My boss takes my ideas seriously. You say, “Uh-huh.

That’s ... interesting.”

The employee hears,

“Thanks for nothing. Now

we’ll do it my way.”

You won’t necessarily

agree with employees’

perspectives, and you

may not act on their sug-

gestions. But if they offer

the input sincerely, you

should take it seriously.

If you think an idea

has merit, say so. If you think it’s flawed, say why. Discuss

ideas, not personalities. Never allow the discussion to become

a battle between “your idea” and “their idea” or a contest

with a winner and a loser.

Ask Their

Opinions

Unfortunately, many employees go to

work every day without ever being

asked for their opinions.They won’t

expect you to want that input unless

you ask for it, and they may not trust

you when you do. Be patient, walk

your talk, and you’ll win their trust

and candor.

4. My boss values my opinion. You show that you value an

opinion by listening to it, by taking it seriously, and by reward-

ing it. Most businesses reward results—jobs successfully com-

Effective Coaching

pleted, goals reached, bottom lines enriched—if they reward

employee performance at all. Appreciation should begin much

earlier in the process, when you’re looking for hard work,

cooperation, and creative input.

It takes courage and initiative for an employee to speak

up. Reward that courage through your words and deeds.

Questions and suggested alternatives are positive contribu-

tions, not threats.

5. My boss checks with me before making a decision that

affects my work. You’re the boss. You make the decisions.

But when a decision affects working conditions, you should

talk it over with employees and get their input first—not only

to show that you respect them, but also to help you make the

best decision.

6. My boss would defend me in a meeting of supervisors.

Are you willing to go to bat for your employees, to fight for

them, to defend them from unjust attacks, and to take your

share of the blame when something goes wrong?

Would your workers say that you’re a “stand-up boss”?

There’s no higher praise they can give you.

7. My boss explains goals clearly when giving me a new project.

Employees are no better at reading your mind than you are at

reading theirs. When you give them a task, do you take the

time to outline in clear, simple terms exactly what they should

accomplish? An employee who understands the

overall purpose of her

work will do a better job

and feel better about

doing it. And you’ll pre-

vent costly mistakes

down the line.

8. My boss welcomes my

questions about an ongo-

ing project. “Do you

understand?”

Prepare and

Be Clear

If you’ve ever tried to explain

anything to anybody, you know how

difficult it can be to say something

clearly and simply. Prepare yourself

before you give instructions.Think the

job through, and anticipate potential

snags and confusion.

The Goals of Good Coaching

Giving Instructions

Be careful about the amount and nature of the direc-

tions you give. Make sure that directions are appro-

priate to the situation.

“I want you to increase sales by five percent in the next

quarter” may be enough of a charge for a trusted salesperson

with experience, product knowledge, and the necessary

authority to do the job (for example, the ability to negotiate

the terms of an offer or to spend up to a set amount for

increased promotion). However, “I want you to make 30

copies of each of these handouts, and I want you to do it by

taking them down to the copy machine and setting the count-

er to 30 and feeding in the originals one at a time” is proba-

bly a whole lot more instruction than most people need—or

appreciate.

When most folks ask that question, they expect a quick

“Yes” (in the same way most of us expect a perfunctory “Fine,

thanks” when we ask, “How are you?”).

Employees’ questions will seem like interruptions and irri-

tations—unless you train yourself to expect and even welcome

them. Questions are often the only way you really know what

an employee has heard and understood. Employees willing to

ask you a question now—knowing that they won’t be penal-

ized for showing “ignorance”—will do a better job.

9. My boss gives me latitude in deciding how to carry out a

project.

Explain goals clearly and precisely. Answer all questions.

But don’t always spell out exactly how those goals should be

reached. Whenever possible, leave room for creativity and

initiative.

10. My boss saves criticism for one-on-one sessions.

Praise in public, criticize in private—not so that people will

think you’re a nice person, but because it works. Public criti-

cism engenders defensiveness and anger—in the employee

criticized and in everybody else within earshot. Criticism in

private, delivered decisively but respectively, has a much

McGraw-Hill - Briefcase Books - Effective Coaching.pdf

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