On-the-job coaching is a powerful performance motivator and a highly effective training tool. For Further Skill-Building Join forces with two other trainees to role play a real-life coaching situation.
Train Your Supervisors and Managers to be Effective Coaches - L&D Daily Advisor
Have one person play supervisor, one play employee, and one act as observer. Take the time to evaluate the strengths and weaknesses of the coaching session from all points of view. Conduct several role plays, so that everyone gets to play coach and everyone has a chance to improve. For the next 3 working days keep a coaching log. Final Feedback Hand out and collect instruction evaluations.
What is Leadership Coaching?
Thank trainees for their participation. An Example of Coaching Trainer suggestion. This exercise is designed to demonstrate how effective coaching includes the following qualities: Direct observation of behavior or specific facts. These cut off communication. Questioning—to determine the problem and if employee understands. Listening and showing that the employee has been correctly understood. Clarification, helping to identify the true nature of the problem.
In a sense, exposing senior leaders to the coaching experience has a flow-on effect of precipitating a coaching culture within the organisation itself. As people responsive to coaching apply their new found skills and techniques to other people in the organisation, improved interaction cascades down the organisation. Hence, coaching can also be viewed as a passing on of a set of skills used by leaders in the organisation on a day-to-day basis that enhances the performance of their people.
Coaching has become a viable option for businesses and organisations looking to operate at peak performance. In most leadership coaching situations, the real objective is to help successful people become even more effective. Not surprisingly, leadership coaching improves the bottom line. Home Leadership What Is Leadership?
Why the Growth in Leadership Coaching?
What are the Characteristics of Leadership? What are the Various Styles of Leadership? What are the Core Competencies of Leadership? This system makes companies less productive, less agile, and less profitable, our experience shows. Change is possible, however. At companies that have successfully empowered their frontline managers, the resulting flexibility and productivity generate strong financial returns. One convenience store retailer, for example, reduced hours worked by 19 to 25 percent while increasing sales by almost 10 percent.
It achieved this result by halving the time store managers spent on administration; restructuring their work and that of their employees to focus on the areas most relevant to customers, such as the cleanliness of stores and upselling efforts at the cash register; and creating easy-to-understand performance metrics that managers now had enough time to coach employees on daily.
Coaching, Human Resources
The key is a shift to frontline managers who have the time—and the ability—to address the unique circumstances of their specific stores, plants, or mines; to foresee trouble and stem it before it begins; and to encourage workers to seek out opportunities for self-improvement.
In difficult economic times, making employees more productive is even more crucial than it is ordinarily.
- The reality of the front line.
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Little of either occurs on the front line today. Across industries, frontline managers spend 30 to 60 percent of their time on administrative work and meetings, and 10 to 50 percent on nonmanagerial tasks traveling, participating in training, taking breaks, conducting special projects, or undertaking direct customer service or sales themselves.
They spend only 10 to 40 percent actually managing frontline employees by, for example, coaching them directly Exhibit 1. Our survey of retail district managers, for example, showed that much of the time they spend on frontline employees actually involved auditing for compliance with standards or solving immediate problems Exhibit 2.
At some companies we surveyed, district managers devote just 4 to 10 percent of their time—as little as 10 minutes a day—to coaching teams. To put the point another way, a district manager in retailing may spend as little as one hour a month developing people in the more junior but critical role of store manager.
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In our experience, neither companies nor their frontline managers typically expect more. These shortcomings are rooted in the early days of the industrial revolution, when manufacturing work was broken down into highly specialized, repetitive, and easily observed tasks. No one worker created a whole shoe, for example; each hammered his nail in the same spot and the same way every time, maximizing effectiveness and efficiency. Many manufacturing companies still use this approach, because it can deliver high-quality results on the front line, at least in the short term.
In many service industries, the same approach has taken hold in order to provide all customers in all locations with a consistent experience. Although attention to execution is important, an exclusive focus on it can have insidious long-term effects. Such a preoccupation leaves no time for efforts to deal with new demands say, higher production or quality , let alone for looking at the big picture.
The result is a working environment with little flexibility, little encouragement to make improvements, and an increased risk of low morale among both workers and their managers—all at high cost to companies. In service industries, research has found that three factors drive performance: Leadership—in particular, the quality of supervision and the nature of the relationships between supervisors and their teams—is crucial to performance in each of these areas.
For example, see Florian V.
Team leader walks fine line between management, employees
Does it hold for all employee groups? Wiley, and Scott M. Bowen, Winning the service game , Boston, MA: Harvard Business School Press, Clearly, the typical work patterns and attitudes of frontline managers are not conducive to good results. A lot of crisis-to-crisis situations with no plan. I wish I knew how to intervene. Even when companies get frontline management right, it can be easy for them to lose sight of their gains.
Instead, these managers focused on more complex, longer-term improvements: Although the reduced costs initially seemed beneficial, over time discipline slipped, new hires were chosen and trained less rigorously, long-term issues were no longer addressed systematically, and the self-managed teams became less reliable.
In other words, they could manage the work day by day but not in the long term.
It took the company another five years to dig itself out of the hole. Some of its businesses shut down completely, in part as a result of global economic conditions, but also because the high cost of restoring its efficiency and reliability made it less competitive. At best-practice companies, frontline managers allocate 60 to 70 percent of their time to the floor, much of it in high-quality individual coaching.