Coaching
Coaching is the latest approach to enhancing managerial performance. But is it a fad or is there substance here?
Coaching is getting a lot of press. Articles have appeared in Fortune, HR Magazine, Time and countless other publications. What all of these articles point out is that this process is geared towards improving performance through a supportive relationship that focuses on the issues inhibiting better performance by the client. This means that anyone from an outstanding performer who wishes to “go to the next level” to the underachiever who needs help in order to survive can benefit from coaching.
In most cases, failure to thrive in the business world is more related to behavioral issues (those elusive “soft skills”) than to a lack of technical skills to perform the job. Addressing these issues means changing old habits and creating new ones. Doing so takes place over time. It is not achieved by simply reading a book or attending a seminar. Both offer good sources of information, but are no substitute for the insight and support a coach provides as the client strives to implement new behaviors and develop new skills. There will be successes and failures. The coach stands with the client helping them learn from their failures, and celebrate and reinforce the successes. Whether we are talking about a newly promoted manager, improving the skills of experienced managers, or correcting performance problems, coaching offers the means and the process to expand people’s capacity to improve performance.
In other words, the coaching takes root deep within the client, allowing them to be a better manager of themselves and others. It fosters further development along a pathway that leads to better performance. And no fad can do that.
The following are links to several of our "Coaching Corner" newsletters that you may download and print on your computer. The documents are in the Adobe PDF format.
Coaching is the latest approach to enhancing managerial performance. But is it a fad or is there substance here?
Coaching is getting a lot of press. Articles have appeared in Fortune, HR Magazine, Time and countless other publications. What all of these articles point out is that this process is geared towards improving performance through a supportive relationship that focuses on the issues inhibiting better performance by the client. This means that anyone from an outstanding performer who wishes to “go to the next level” to the underachiever who needs help in order to survive can benefit from coaching.
In most cases, failure to thrive in the business world is more related to behavioral issues (those elusive “soft skills”) than to a lack of technical skills to perform the job. Addressing these issues means changing old habits and creating new ones. Doing so takes place over time. It is not achieved by simply reading a book or attending a seminar. Both offer good sources of information, but are no substitute for the insight and support a coach provides as the client strives to implement new behaviors and develop new skills. There will be successes and failures. The coach stands with the client helping them learn from their failures, and celebrate and reinforce the successes. Whether we are talking about a newly promoted manager, improving the skills of experienced managers, or correcting performance problems, coaching offers the means and the process to expand people’s capacity to improve performance.
In other words, the coaching takes root deep within the client, allowing them to be a better manager of themselves and others. It fosters further development along a pathway that leads to better performance. And no fad can do that.
The following are links to several of our "Coaching Corner" newsletters that you may download and print on your computer. The documents are in the Adobe PDF format.
» Coaching Corner #15: "Creating Partnerships: The Road to Hell?"
» Coaching Corner #16: "Building Trust Through Involvement"
» Coaching Corner #17: "People Join Organizations and Leave Bosses"
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Understanding Your Data
Many times, coaching engagements are created based on leadership scores from an employee work climate survey.
Many times, coaching engagements are created based on leadership scores from an employee work climate survey.