Manager or Coach?

The role we as managers adopt as coach can probably be best understood by the old adage "give someone a fish and feed them for a day, teach them to fish and feed them for a lifetime." In practice, coaching is about asking questions and never being the next person to speak! It is about helping individuals and teams to achieve their agreed objectives by maintaining or improving their own performance. As managers, this means creating the right conditions that will allow people to become self-motivated.

Being an effective coach at work could be compared to a sports coach. During any match there are three possible positions a coach can choose to position themselves, depending on their personal style of leadership and the situation. They can be on the pitch, in the stand or on the touch line.

In the first position, the coach is on the pitch and takes over from the players when they see things going wrong. Many new managers act like this shortly after promotion. They do this because they have not yet learned how to let people make acceptable mistakes and how to support them in understanding how to get it right the next time, without their direct intervention.

In the second position the coach retreats into the stand and adopts the role of the spectator watching the game from a distance. As a spectator the coach will get a good overview of the teams performance, but communication will be difficult and they will be seen as just another face in the crowd. When the game is over, spectators usually walk away, and some managers do this too, often misinterpreting for delegation what can be an abdication of their responsibility.

The third role is that of the coach who is determined to develop their teams performance. The coach stands at the touch line communicating with but not taking over from their players. In this position they share all the pleasure and the pain of their teams performance.

Most of the coaches work has of course been done long before the game began. During the individual and team coaching sessions, improvements to personal performance were planned and agreed, the tactics were clarified and positions people would play were notified.

Assignment

1. Think about how the example above relates to your role as a manager.
2. Which role are you playing?
3. Analyse the gap between who you are now and the manager you would like to be.
4. What new skills do you need to bridge this gap?
5. Compile an action plan and set some goals.

Yvonne Bleakley is the manager's mentor, director of http://www.coachuk.ltd.uk and creator of The Silent Motivator System, the proven step-by-step programme to maximise staff and gain true respect and commitment.

Download your free e-book "How to Maximise your Staff and Gain Respect” at http://www.silentmotivator.com

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How To Stop Constant Interuptions From Your Staff

Getting constant interruptions from their staff is one of the biggest complaints I get from my clients. You have just planned your day, written you tasks to be completed on your to-do-list and you are all set to tackle your list and have a productive day when one of your team members complains that they are not sure what to do with their task. Do you explain it all again to her for the fourth time or do you just take it off her? It would be quicker to do it yourself!

The number one reason that your staff say that they are not sure what to do is lack of confidence. They are looking for you approval. Your role as their manager is to build their confidence and aid their personal development. This will give you a strong team who are able to think for themselves and carry out their tasks with ease and confidence.

So, how can you help them do this? Answer: Ask Questions!

Asking quality questions and really listening to the answers are in my book two of the most important skills you need to master in order to motivate people into action.

When we ask the right questions, we encourage people to have their own insights, to have their own aha moments. If we want the other person to do all the thinking then asking questions is the only way to encourage this. By asking the right questions, you will get them thinking about the problem, whilst you just concentrate on getting them to do the thinking and come up with their own solutions. This will build their confidence in their ability as they realise that they do know the right answers and they are more than capable of carrying out their job.

How to ask the best questions

There are no right or wrong questions. However, the following will help you to ask useful questions:-

Staying in the present - don’t try to anticipate what their answer may be. Make sure that you are actively listening to them when they give you the answer.

Listen without judgment – the most important thing is that their answer is accepted by you as being true for them and that you move on. They may otherwise start to tell you what they think you want to hear and not what they are really thinking and feeling.
Don’t be attached to the outcome – like with staying in the present, you have to ensure that you don’t place getting the right answer to you, over the importance of hearing what the right answer is for them.

Staying focused on asking open questions – questions such as who, what, were and how are all open questions. These will give you more information in the answers that you receive than closed questions such as did, are, and can which are more likely to just produce a yes or no answer. A why question is sometimes useful to get them to see different motives of others or themselves in a situation but you need to be aware that it can also sometimes take them into their own fears and not expand their perception of what is really going on. Why questions can also lead to a blame or excuse culture so use them sparingly.

Stay curious – our natural state is to be curious. Remember when you were a child. Almost every other word was a question as we explored the world around us. We almost unlearn our natural state of asking questions. Stay away from the how to frame of mind when you tell them what they should be doing or try giving advice. Instead, stay curious with questions and get them to find solutions for themselves.

To receive a free subscription to the monthly Silent Motivator e-zine go to http://www.coachuk.ltd.uk You will receive regular tips on managing and motivating your team as well as access to a number of free resources and articles which can help you in team meetings to get the most out of your staff.

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5 Steps to Improving Performance

Lack of performance in a member of your staff can be attributed to one of two things. Either they have a competence problem, a commitment problem or both.

Competence is relatively easy to deal with. Once you have identified the issue, you can set about producing a training programme to help develop their skills, spend some time supervising them until they become competent, allow them to observe others, there are any number of ways that you can develop your staff with direction and support. Competence is learned over time as people develop their skills through experience.

Commitment, however, is a little bit more difficult to deal with as this is down to a combination of a person’s confidence and motivation. When a job is new to us and we are in learning mode, we have little or no competence but oodles of commitment. We are enthusiastic and eager to learn and determined to perform at our best. As we start to learn the job, our competence increases but out commitment diminishes as we realise that maybe the job is more difficult than we thought, or maybe not as challenging or as interesting as we thought, or maybe we are just not being recognised for our efforts. Human nature is such that we start to think “well why bother?”

Keep your people’s commitment by:-

1. Developing a learning and action plan that is right for them. Find out what their preferred learning styles are.
2. Be aware of how quickly they learn and adapt. Don’t allow them to become overwhelmed but just as importantly, keep their interest if they are a fast learner and they thrive by having responsibility.
3. Focus on the positive by catching them doing something right and acknowledge them for it.
4. If they do do something wrong while they are still inexperienced or they have a new task, then apologise for not making it clear to them. Yes, I do mean apologise! It is not their responsibility to understand you; it is your responsibility to be understood.
5. Keep them in the loop. People like to know what is going on and are more likely to be committed if they understand the bigger picture.


Yvonne Bleakley is the manager's mentor, director of http://www.coachuk.ltd.uk and creator of The Silent Motivator System, the proven step-by-step programme to maximise staff and gain true respect and commitment.
Download your free e-book "How to Maximise your Staff and Gain Respect" at http://www.silentmotivator.com

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How Do You Manage You Boss?

As a manager, obviously a huge part of your role is to be able to manage your team effectively, take responsibility for their development and wellbeing and get them onside to working towards a common goal. This of course starts with managing yourself. Effective leaders are first of all effective in managing themselves, their time, their focus and their emotions. But if you are in middle management, have you considered that you may also be responsible for managing your boss?

Just being good at your job doesn’t cut it when it comes to your annual rise, bonus or promotion. If your boss doesn’t know you exist or what your do, what you want or you just don’t have that rapport with them, then you will always be overlooked.

Managing your boss is no different to managing your staff. It is all down to the way you communicate with them. Remember, that the one asking the questions is the one controlling the conversation. It shows that you are taking an interest, and coupled with practising active listening skills, makes the other person feel important, respected and interesting. If you can make someone feel like that, you will be remembered for it.

Your boss will also regularly ask you questions to find out exactly what is happening and to check that you are competent. Make sure that you are always prepared for their questions so that you are able to give them a direct answer with confidence.

Some bosses have been in business for many years and have got into a managerial rut. They may not have had the advantage of learning how to manage effectively and get the most out of people, and they are managing the way they have always managed and how they were managed. If this is not your preferred style, then take the responsibility in teaching them how to manage you by finding out exactly what they expect from you, how they would like to be kept informed and how often. This will help if they have a tendency to micro-manage. Learn to predict what information they will want and present it to them before they ask for it.

If have a disagreement with your boss then you must never confront them. Instead, organise a convenient time for a discussion and again, control the conversation by asking question, then put your view across calmly and methodically. Take any criticism as a lesson in how to perform better rather than a personal attack. If you have a difficult boss with unreasonable behaviour, then remember that there is nothing you can do to change their behaviour but what you can do is manage your own. Learn how to manage your negative emotions and self defeating behaviour.

It is up to you to take personal responsibility for your destiny.

Finally, look at your boss as a partner rather than the enemy. You are all in the same business, working for the same company, towards the same goals.

Yvonne Bleakley is the Manager’s Mentor and creator of The Silent Motivator System, a 10 step system designed to turn managers and business owners into effective leaders and maximise their staff.

To receive a free subscription to the monthly Silent Motivator e-zine go to http://www.coachuk.ltd.uk You will receive regular tips on managing and motivating your team as well as access to a number of free resources and articles which can help you in team meetings to get the most out of your staff.

See Yvonne's blog http://silentmotivator.blogspot.com


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Executive Assistant - What Executives Want in Their Assistants

Being an Executive Assistant isn't about money or glamour. It's about providing valuable support to a person and an organization you believe in. Being an EA is a unique position and it takes a unique set of skills to achieve long term success. It isn't easy and it isn't always fun. It takes commitment and a drive to succeed. Having said that, it can be extremely rewarding and give you a great sense of achievement.

You will need to constantly improve your abilities and update your skills, remain flexible and level headed, even in the face of chaos. The EA provides nearly invisible support for the executive, acting with little supervision, anticipating needs while managing the day to day workflow and prioritizing various projects.

Here are a few core competencies required for such a role:-

Adaptable
Organised
Team player
Judgement
Computer skills
Customer Skills
Communication Skills
Knowledge of Business Concepts

Yvonne Bleakley is the manager's mentor, director of
http://www.coachuk.ltd.uk and creator of The Silent Motivator System, the proven step-by-step programme to maximise staff and gain true respect and commitment.

Download your free e-book "How to Maximise your Staff and Gain Respect" at http://www.silentmotivator.com

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Traing Without Follow-up is Just Entertainment

We humans are very lazy. We let projects slip and make unfulfilled promises. We get easily distracted, come up against obstacles and always manage to find more interesting things to do, rather than what we should be and have committed to doing, even though these things will take us toward our goals.

So, you have recognised a need for training, you have found the right course, but how is the learning from the course going to be sustained by the delegates if there is no follow-up? Most delegates will return back to the workplace, be thrown back into the routine and pressures of office life with the usual practices that they know and are comfortable with.

Companies spend millions on training but is all this money wasted if the Training Providers do not provide adequate follow-up support or the line managers do not take the time to agree learning objectives with regular reviews to ensure the implementation of the new learned skills?

Training is only as good as the follow-up. Without follow-up, delegates will retain no more than 20% of what is learned. That means that they forget 80% of what they learned on the course if it is not followed-up and implemented straight away.

So how can you ensure that you are getting the most out of your training?

1. Firstly note that you are to follow-up not check-up. Follow-up requires commitment to an ongoing relationship, supporting the delegate to the end with their success in mind. Checking-up implies a lack of trust and often results in losing sight of the objective.

2. Help the delegate to devise a plan of action on how the learning will be implemented being sure to have an overall objective or goal.

3. Be responsible for holding others accountable. If they are not fulfilling their promises then it is your job to find out why and what might be holding them back.

4. Make sure that the follow-up is consistent and on time. A regular appointment should be made and stuck to.

If you or your line managers are not able to take on this commitment, then get outside help from a coach. Coaching works through a rigorous follow-up process and an accountable relationship. The coach is able to take an outside view in a completely non-judgemental way.

Yvonne Bleakley is the manager's mentor, director of www.coachuk.ltd.uk and creator of The Silent Motivator System, the proven step-by-step programme to maximise staff and gain true respect and commitment.

Download your free e-book "How to Maximise your Staff and Gain Respect" at www.silentmotivator.com

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Have you set your own objectives?

If you don’t know what you’re doing, where you’re going or what you want then you can’t expect anybody else to? What do you want out of your role as a manager? What do you want out of your team? How do you want to be seen? How would you like to come across? How will you know when you have achieved it?

Set yourself some goals. This is so important, I can’t stress this enough. If you are not working towards your own goals and agenda then you are working towards somebody else’s. This goes beyond your targets and objectives set in your annual appraisal or quarterly review, and I’m not talking about the goals that your CEO has set for the company.

Of course these targets and goals are important. If they are not achieved then your company probably won’t achieve the overall goal, you won’t get your bonus or rise and it will do nothing for your self esteem. But what I am talking about is having your own personal goals.

You can use your targets as a starting point and ask yourself:-

· “What sort of person do I need to become to achieve these targets?”
· “What do my team need to do?”
· “How can I support them/who do they need me to be?”

Once you have answered these questions you can then start thinking about how you are going to bridge the gap between where you are now and where you want to be. What needs to happen? What help do you need? Can the company help with this? Do they provide training or funding for help?”

Now set about drawing up an action plan and don’t be afraid to ask your boss for help, it is in their interest after all.
You can find an article in the membership area of the Coach UK Ltd website to help you write your goals using my SPADE™ criteria. If you are not currently a member you can join for free by clicking on resources

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