The Achilles Heel Of Management Coaching

While heading home at days end, you begin reflecting on a coaching meeting you had earlier that day with an employee, Chris. You hope that, this time, you finally succeeded in getting her to understand the importance of spending less time in disruptive socializing in the office and more time elevating her performance. If not, you feel that your only remaining alternatives are to give her a poor performance evaluation or demotion or may even fire her. Youre reluctant to do either of the first two things because you know these would disrupt the positive work relationship youve had with Chris. And you dont really want to fire her. On the other hand, youre running out of patience; this is the fourth time youve said something to Chris about the situation. Admittedly, the first few times, your comments may have missed the mark because you gave her only some casual feedback. But about a month ago, you held a formal coaching meeting with Chris, in which you discussed the situation in depth and came away thinking that she understood the need to change her behavior. In fact, she did change. But after a week or so, she was back to her old behavior.

Sound familiar? The most critical step in the management coaching process getting an employee to agree theres a need for improvement is usually not well understood or well executed. Without that, theres little likelihood of any permanent change.

Not a chewing out

As the use of coaching rises, so does the confusion over what it is and isnt. I define management coaching as an interpersonal process between a manager and an employee in which the manager helps the employee redirect his or her performance while maintaining mutual trust. Coaching differs from feedback, although feedback is part of the management coaching process. Feedback is given by a manager or supervisor in response to a specific event or situation; coaching focuses on a pattern of behavior along with strategies for growth and development. Coaching is all about the art of turning situations and events into learning and growing experiences. Examples include missing several deadlines in a short period despite being reminded that meeting deadlines is important, continuing to arrive late for work after being told tardiness is not acceptable, and continuing to interrupt others in spite of receiving feedback that such behavior isnt appropriate. Management Coaching is not chewing out, taking to task, or threatening employees to try to improve their performance. Those tactics can work, but the results may be worse than the original problem. Such approaches tend to make employees passive-aggressive. They will walk the line and do nothing more or less than what is asked.

In general, a management coaching meeting should take place only after an employee understands clearly whats expected and has received feedback at least once that his or her performance is not what it could or should be. However, in some cases, certain significant events may be the focus of a coaching meeting, before they develop into a pattern of behavior. For example, a manufacturer decided that any safety violation no matter how minor would be addressed in a coaching discussion and, if significant, could lead to formal discipline.

Coaching involves these critical elements:

• A two-way dialogue
• A series of interdependent steps or objectives
• Specific coaching skills and strategies
• Courage and conviction
• A personal sense of humor

The management coaching process has two primary areas of focus: helping an employee recognize the need to improve his or her performance and developing an employees commitment to taking steps to improve performance permanently.

While all of the steps in the C.M.O.E coaching model are important, the most critical one is often not understood or carried out effectively getting an employee to recognize and agree that there is a need to improve his performance. That step is equally important whether an employee has a specific performance problem or an employee is an average performer who could do better. Without a felt need for change and greater self awareness, theres little likelihood that any improvement will occur or that it will be permanent.

The Center for Management and Organization Effectiveness (CMOE) seeks to improve individual leadership and team member skills within organizations.

For professional information on management coaching, visit http://cmoe.com/how-to-avoid-coaching-mistakes.htm

 

Coaching Sports For All The Right Reasons

The Glove

It was during a March evening in 2002 that I received word that my grandfather was dying. I drove the four and a half hours to Ironwood, Michigan in a snowstorm to say goodbye. I was able to see my grandpa and he was able to recognize me and acknowledge that I was there.

The next morning, he was gone. The doctors said that they were not sure how he had survived for so long. He had many health conditions and a lot of pain that he hadnt really shown on the outside. Yet, he had visited my grandmother every day in the nursing home where she had moved just a few months before. The staff marveled at the fact that my grandpa could even make it up the stairs each day. But, he did it. He was always there to help someone else.

I stayed in the town where my grandfather had been born, lived and now passed on. The funeral was scheduled for just a couple of days later. I thought a lot about my grandfather during this time. He had inspired me to be an athlete and coach. I remember him showing me the pictures and ribbons that he had won as a hurdler in track and field. But his real love was baseball. He was a great first baseman who played for a while with the Union City Greyhounds farm team and even had a try out for the St. Louis Cardinals. Rumor has it that he left baseball to come back for my grandmother. He continued to play ball in his home town. When times were tough and jobs were scarce, my grandfather was offered a job at the mine... if he would also play on the companys baseball team.

Two days passed and the preparations for the funeral were made. I spent a lot of the time at my aunts house with the rest of my family. Late in the morning, there was a knock on the door. An older gentleman stood outside and carried a small object under one arm. My aunt answered the door and had a short conversation with the man. He then handed her the object, said goodbye and walked off.

My aunt entered the room looking sad but strangely happy at the same time. In her hands, she cradled a baseball glove. It was old and battered and some of the laces were missing but you could still see the words US ARMY branded into the leather. My aunt set the glove on the table and filled the rest of us in on what had just happened.

This was Dads glove from the Army, she said. Remember that when he got back from the war, he helped to start the first little league here in town. That man was a member of Dads first team. His family didnt have much money and he couldnt afford to buy a baseball glove. Dad gave him his so that he could play like the rest of the boys.

The man had gone on to say that he had never forgotten my grandfathers generosity. He had kept and cherished the glove for over 45 years. He had seen my grandpas obituary in the newspaper and had wanted to return the glove to the family and let us know what a great coach, and man, my grandfather had been.

The glove was put on display at my grandpas funeral. And, of course, the ministers sermon contained many allusions to sports and frequent quotes from A Field of Dreams. All this made me ever so proud of my grandfather who enjoyed coaching and passing on his love of athletics to the youth in his town. It also made me remember why I chose to be a coach.

How many times have you wondered, Why do people coach? Why do they give up their time and energy for little or no money, sometimes even less respect and the opportunity to be targeted by parents and fans alike?

That cold and snowy March day, I was reminded of the answers to those questions. We coach to touch the youth. To instill values into young people that they will carry with them for the rest of their lives. We coach to make a difference and to show the right way to play, work and live. We coach so that, even 45 years can pass without a man forgetting his coach and the impact that he had made on a young boys life.

Copyright, Tim Kauppinen, 2005

This article is protected by copyright, 2005,

Tim Kauppinen. All rights reserved.
http://www.makesyoufast.com

Tim Alan Kauppinen, or Coach K, has over 20 years experience as an athlete and coach. He has worked with athletes of all ages and abiltities in track and field, football, speed training and strength and conditioning. This has given him the privilege and the opportunity to coach athletes who have become conference champions, state champions and Division I college players. Coach K publishes a free daily fitness email with current tips on getting stronger, faster and in the best shape of your life. To sign up for this no cost service, visit Coach K's website at http://www.makesyoufast.com/contact.html

Life Coaching

Are you one of those people who make New Years Resolutions every single year? Do you stick to them? I know Im not good at sticking to my New Years Resolutions, and neither are millions of others all over the world.

At the end and into the beginning of every year, people list resolutions for things they would like to change or achieve in the next 12 months. People think about losing weight, quitting smoking, and starting the new business theyve always dreamed of.

Most of the time, even before the end of January, most resolution makers are back exactly where they were, having given up. Is such failure inevitable? No, says Jim Jenkins, president and founder of Creative Visions Consulting (http://www.cvc-inc.com). Simply hire a coach and your resolutions will become reality.

Resolutions by themselves are not really effective, says Jenkins, since making a change in life requires both planning and action.

You need to conceive of what you want, believe you can achieve it and then and only then go out and do it, he said. New Years resolutions and year-round goal-setting work when they are grounded in specific, clearly defined and well-chosen objectives and ongoing support in taking action toward your goals.

Jenkins goal is to coach as many people as possible to create their own prosperity in 2004.

Its sometimes overwhelming to get started because there are so many things you need to do to launch a new business, change an old behaviour or simply connect with your creativity. A coach helps you focus on the right actions that truly make a difference in reaching your goal.

Jenkins coaching programs include in-depth data gathering to help clients get clear about their goals as well as frequent sessions either over the phone or in person to keep them on track. According to Jenkins, Coaching helps keep people accountable and focused in achieving their goals. Its just like learning a new sportyou dont develop the perfect serve in tennis without a lot of practice and having someone there to explain how you need to adjust your grip. Instead of tossing in the towel, you keep at it and do better and better.

Most coaching programs last between six and nine months, depending on client needs.

There are plenty of other personal and life coaching programs out there that can be tailored to your own personal needs, so why not get out there and start looking for one? Pave the way to success with a coach!

Article by health writer Kate Wiley of http://www.healthy-shopper.com Health in 1 http://www.health-in-1.comand Advice on Health http://www.advice-on-health.com
You may use this article on your website providing you include the above author bio and active link to our health sites.

Kate and Phil Wiley run the popular health sites http://www.healthy-shopper.com Health in 1 http://www.health-in-1.com and Advice on Health http://www.advice-on-health.com

Personal Life Coaching & How it can help you

Coaching is an effective process used to support individuals in creating something new for themselves. I work side by side with my clients coaching them by providing perspective and support for self-knowledge as they accomplish their business and personal goals.

I help women achieve balance and cultivate the tools necessary for them to evolve into a life filled with happiness and serenity. I believe all women have the tools they need inside to lead a more fulfilling life. I simply guide them along an empowering path that will awaken these tools, focus on their passion and ultimately lead them to a more fulfilled self. If you are ready to find your way to a more balanced you, I will be your guide.

Life coaches are great and act as your personal cheerleader. There are many benefits to having a Personal Life Coach and here are just a few. Coaching is a valuable process for people looking to:

-->design life intentions that include both your business and personal goals.

-->make meaningful personal changes that reduce stress and simplify your life.

-->free up energy and other resources to attract what you want for your life now.

-->enhance the quality of your communication and relationships

-->work through a career or life transition

-->achieve better work/life balance

-->gain clarity, focus and direction

Coaching is also for those that are successful and growing entrepreneurs, where everything is going really well, and you would just appreciate a neutral sounding board who will give you straight-up honest feedback and on-going support.

The best way to learn about it is to experience it for yourself!

Take Care!

Aurelia Williams is the mom of four busy children, a Personal Life Coach and the owner of Real Life Solutions http://www.reallifesolutions.netwhich is an informational site that also offers products, articles and a great newsletter. You can also hear Aurelia daily on the WAHM Talk Radio show http://www.wahmtalkradio.com/she is the Resident Life Coach.

The Benefits of Coaching

Copyright 2005 Peggy Porter

When I was first introduced to the profession of personal coaching, my first initial thought was that it sounded exactly like something I would love to pursue. I did further investigation into the profession and before I knew it I was happily enrolled in the Coach Training Program offered through Coach U University in Colorado, USA.

The more coaches I met through this program and the more individuals I personally coached, the more benefits I saw from having a coach.

Until recently however, I was not fully aware of the impact that having a personal coach can have in your life. When I hired my own coach, only then did I realize how quickly an individual can move forward towards their life goals.

When I hired my coach back in July, writing a self help book for Moms was only a dream. With the support, motivation, knowledge and accountability that my coach provided, I was able to write, self publish and begin to market my book, all within a five month period.

A coach assists you in keeping your focus so reaching your goals can be much easier as well as quicker.

Could I have written this book without the help of a coach? Probably. Would I have written this book without the help of a coach? Probably not. My coach assisted me in developing a time line and an action plan so I knew exactly what to do and when I needed to do it in order to reach my final goal.

Do you have personal goals you want to meet but have a difficult time staying focused and motivated? Do you make resolutions every year only to be making the same ones again the following year? If so, consider hiring a coach and let 2005 be the year of achieving resolutions, not just another year of making them.


Peggy Porter is a nurse, Wellness Coach, and author of YumME MumME Makeover-How to Balance Womanhood and Motherhood by Nurturing the Me in MumMe. If you are a Mom and want to start creating a healthier balance in your life, go to www.seekingbalance.caand register for Peggy's free monthly teleclass and Ecourse! For more info you can also email peggy@seekingbalance.ca or call 506-832-0117.


Experiences of Management Coaching (Part 2)CMOE Development TeamIn our experience, we have found that there are several reasons managers fail to get employees to see and acknowledge that they have a problem.

They assume. Many managers bypass the step of getting agreement because they assume that an employee views the problem in the same way that they do. However, that is often not the case, especially when the performance problem is a pattern of behavior rather than a single event. People generally do things that they perceive to be in their own best interest. So, employees who realize that a particular work behavior isnt in their best interest are more likely to change.

In a typical management coaching situation especially one involving a behavior pattern an employee is likely to perceive mostly positive reasons for continuing his or her behavior. Take an employee whose pattern is being late for work. Let us assume that the employee knows what the work hours are and has received feedback from his boss about being late. So, why does the employee continue to be tardy? He or she probably sees fewer negative consequences for being late than positive ones such as avoiding rush-hour traffic, having a leisurely breakfast, sleeping late, or feeling autonomous.

They avoid. Another reason managers fail to get agreement is that they avoid management coaching situations because they feel uncomfortable confronting employees. They hope that employees will discover the error of their ways. But that is not likely because employees tend to see mostly positive reasons for continuing their behavior.

They generalize. Many managers talk only generally about an employees performance problem instead of citing specifics. In such cases, an employee is not likely to see that his performance is different from what is expected or from others behavior particularly regarding such issues as turning in late reports, taking extra time for lunch, leaving work early, and socializing too much. Unless a manager can point specifically to what an employee has done over what length of time and how that compares to an agreed-to expectation or other employees performance during the same period, the employee is not likely to think his behavior is a problem.

Right string, wrong yo-yo. Many managers seek agreement on the wrong issue. They strive to get an employee to agree on the events leading up to a management coaching meeting but miss the larger, more important issue that a performance problem occurs each time the event happens. The manager might try to get an employee to agree that he submitted two late reports rather than agree that turning in late reports is a problem. The key is what managers actually says to an employee.

Not this: Jim, twice this past month you turned in late reports. You know that my expectation is that all reports will be completed by deadline. Do you realize that you turned in two late reports?

This: Jim, twice this past month you turned in late reports. You know that my expectation is that all reports will be completed by deadline. Do you agree that theres a problem here that needs attention?

To get the employee to agree that a problem exists, a manager must do two things. First, he or she has to paint a mental picture for an employee that there is a difference between what is expected and what the employee is doing. To paint that picture clearly, a manager must juxtapose two pieces of information for an employee to visualize:

a description of what the employee has done, using whatever numbers or facts can be gathered about the employees performance
a clarification of the managers expectations of the employee in the performance area under discussion.

Positioning those two pieces of information together, using specifics, enables an employee to see the difference between his performance and what is expected or what others are doing.

Imagine that an employee has been late to several team meetings in a row. Although you did not single out the employee, you made it clear at the last meeting that you expected everyone to be on time. In this case, you might say something like: I wonder if you are aware that you've been late to four team meetings in a row. I thought I clarified at the last meeting that I expect everyone to be on time.

Second, the manager must help the employee understand the negative affects associated with his behavior. Imagine that the employees performance is a balance scale. Before a management coaching meeting, the scale is tilted towards the side stacked with all of the reasons an employee might see for continuing his behavior. A managers task is to tilt the scale in the other direction so that an employee can see more negatives than positives associated with the behavior. Then, the manager will be able to get an employee to agree that a problem exists.

The Center for Management and Organization Effectiveness (CMOE) seeks to improve individual leadership and team member skills within organizations.

For professional information on http://www.cmoe.com/how-to-avoid-coaching-mistakes.htm,visit http://www.cmoe.com

Coaching Skills for Peers: Extending Influence

Many people think of coaching solely as a management technique. Although coaching skills provide managers with the means to get business results while creating solid relationships, the value of coaching in other arenas is often overlooked. Utilizing coaching skills is also beneficial when cooperating and collaborating with others, developing influence within the organization, and getting effective business results.

Peer coaching is not a new idea, but is not widely practiced. In fact, there are significant barriers to its effective use. In some organizations, the command-and-control style of management is so entrenched that position power seems to be the only lever available to get others to consider a request.

More and more, though, organizations are flattening out, abandoning a rigid hierarchy, and encouraging people to come together across boundaries, divisions, and departments to unite efforts and talents in ways that may not have been possible before. Eliminating territorial attitudes and interdepartmental rivalries, and encouraging teamwork provides for endless possibilities.

Peer coaching requires many of the same coaching skills that managers utilize when coaching Representatives. However, peer coaching also demands a special sensitivity to relative situations. For example, a manager may address an issue directly: John, I need to get some numbers from you on the Simpson project.

With a peer, a less direct approach is needed. Peer coaching requires asking questions, gaining an understanding of the other persons issues and viewpoints, and identifying areas of shared interest or concern. Peer coaching doesnt necessarily involve quid pro quo Ill do this, if youll do that. But, peer coaching does involve identifying areas where one team member can be of assistance to another team member, or where the combined efforts of team members provide the most beneficial results.

As with all coaching skills, the most important piece of peer coaching is listening to understand. Learning more about various priorities allows people to identify areas for collaboration, while strengthening relationships and seeing team members as valued individuals. A team members greatest untapped resource may be the opportunity to reach across boundaries, combine strengths, and achieve personal goals as well as the goals of the organization.

Quick Tip

PEER COACHING REQUIRES:

Seeing the big picture

Asking questions

Understanding the other persons point of view

Identifying areas of shared interest/concern

If you would like to read more information on Coaching Skills for peers, managers, and leaders, please visit our website at www.cmoe.com/coachingskills or you can speak with one of our Regional Managers who will be able to answer your questions. You can reach us at (801) 569-3444.

If you would like to read more information on Coaching Skills for peers, managers, and leaders, please visit our website at http://www.cmoe.com/coachingskillsor you can speak with one of our Regional Managers who will be able to answer your questions. You can reach us at (801) 569-3444.

Coaching Employees - The Chronic Excuser

Most of us find coaching employees to be an effective, even enjoyable, approach to leadership and management. Coaching provides a way to help team members grow and develop, while achieving business objectives. But occasionally, we encounter a team member who has an excuse for every situation. How can we help team members like this accept responsibility and focus on solutions, rather than dwell on the reasons why things arent accomplished? How can we ensure that we really gain commitment and consensus on plans, assignments, and projects?

Coaching Employees and Advice
First, its important to remember that excuses come in two flavors. The first, called Type I excuses, usually surface when raising performance issues with a team member.

Its not my fault. Its those guys in Operations. They dont deliver my product on time, and the customer gets upset with me.
I wasnt able to get that report in on time because my computer was down for two days. You should talk to I.S.its their problem.

As we try to help the team member accept personal responsibility, we should never let an excuse go unaddressed. However, with a chronic excuser, it can feel like an endless cycle.

Some excuses, called Type 2 excuses, are legitimate. These excuses are an important signal. Left unaddressed, Type 2 excuses can result in team members feeling insecure, unsupported, and frustrated. Team members may have real concerns about the plans youve created, or their ability to follow through on them.

Openly addressing Type 2 excuses allows you to review the plans youve made, make sure theyre viable, and reinforce your confidence in the team member.

Exercising patience in listening will help you weed out the real obstacles from the smokescreens. You can demonstrate support by removing legitimate obstacles. You can also teach a powerful lesson in accountability by exposing the smokescreens.

Excuses also generally arise when establishing a plan. For team members with low confidence or little experience, it can be frightening to make commitments, and they may feel a need to hedge their bets. When a team member raises a concern indicating that circumstances beyond his/her control might prevent them from achieving their goal, this sends a message that theyre not sure they can carry out the plan.

As you make a pattern of confronting in a supportive, cooperative way the excuses made by reluctant team members, youll convey an important message about your commitment to accomplishing goals, helping your team members improve, and establishing a spirit of accountability in your work.

If you would like more information about coaching employees, please contact a Regional Manger at CMOE. They can be reached at (801)569-3444 or you can visit their website at http://www.cmoe.com/coaching-employees.htm

CMOE Inc. 2005