Coaching for Development: Skills for Managers and Team by Marianne Minor

By Marianne Minor

Upon completing this ebook, you have got the abilities to determine how one can investigate training wishes, detect the six instruments necessary to training luck, comprehend the jobs of a trainer, and easy methods to offer the suitable recommendation and aid. latest enterprise surroundings is requiring managers to behave extra as coaches than "bosses." they have to encourage and lead, in addition to develop into facilitators who empower via a standard imaginative and prescient. via potent training, managers can increase functionality, own progress, and elevated activity delight for his or her staff and themselves.

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By Marianne Minor

Upon completing this ebook, you have got the abilities to determine how one can investigate training wishes, detect the six instruments necessary to training luck, comprehend the jobs of a trainer, and easy methods to offer the suitable recommendation and aid. latest enterprise surroundings is requiring managers to behave extra as coaches than "bosses." they have to encourage and lead, in addition to develop into facilitators who empower via a standard imaginative and prescient. via potent training, managers can increase functionality, own progress, and elevated activity delight for his or her staff and themselves.

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Extra resources for Coaching for Development: Skills for Managers and Team Leaders (Fifty-Minute Series)

Sample text

Self-Directed Teams With a focus on examining and improving business processes and products, people with different skills are working in teams to set goals as well as schedules, and in some cases, selecting, training, coaching, and even terminating workers. Some workers thrive on this level of empowerment and enjoy the additional challenges, but others resent the new level of responsibility. Organizations are having to revise their compensation systems to establish team rewards in order to motivate employees.

Sabbaticals □ 17. Attending conferences or meetings □ 18. Temporary promotion □ 19. Completing a feedback profile □ 20. Developing a training manual □ 21. Implementing a change in policy or procedure □ 22. Conducting layoffs or a reorganization □ 23. Negotiating for resources at a higher level □ 24. Running meetings □ 25. Giving presentations □ 26. Facilitating conflict resolution between two employees or teams □ 27. Coursework—formal and informal training, internal and external □ 28. Self-development—books, tapes, CD-ROM All but the long vacation option can be considered developmental, although some people may disagree!

A. W. and is a Licensed Clinical Social Worker. The author may be contacted through Crisp Publications. Page vi This page intentionally left blank. Page vii CONTENTS INTRODUCTION ix SECTION I THE NEW ROLE OF MANAGER AS COACH 1 Managers′ New Roles 3 Long-Term Implications 10 SECTION II COACHING FOR DEVELOPMENT 13 What Is Coaching for Development? 15 SECTION III A SYSTEMS APPROACH FOR DEVELOPMENT 19 The Five Phases of Development 21 SECTION IV THE ROLES OF A COACH 39 The Five Roles of a Coach 41 Sponsor 43 Mentor 47 Appraiser 50 Role Model 53 Teacher 54 Case Studies: Coaching for Development 58 SECTION V TOOLS FOR COACHES 63 Six Tools for Coaches 65 Action Plan for Success 71 Page viii This page intentionally left blank.

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