Leaders to Leader

Lessons from the Great American Leaders & How They Apply Now

Posts Tagged ‘personal performance

Nine Rules for Coaching Your Employees

with 5 comments

coaching

Many employees work independently in self-directed teams. Managers not only have the responsibility to direct their activities, but they must work with each to assure maximum performance. This means they must actively work with each member, observing, providing feedback and instructing him or her how to correct negative behaviors and strengthen weak skills.

The manager who solely directs and manages his or her team fails to get maximum results from them. Effective managers are motivators focused on assisting each employee to achieve maximum performance and results. This is achieved through the use of effective coaching techniques.

This is important to the manager because as a coach, he or she will recognize negative behaviors that hinder personal performance. The responsibility of effective coaches is not to admonish, but to improve the individual employee. In this manner, these behaviors are corrected and performance is enhanced.

There are specific coaching rules that managers must employ to become effective coaches. These rules are:

Provide a Good Example

Before managers can be effective coaches, they must set a good example for the employees they are supervising. Nothing undermines effective coaching faster than instructing subordinates on how to improve themselves when the coach fails to follow his or her own advice. This only destroys any credibility they may have established.

Be Persistent

Coaches have to be persistent in their efforts to change a negative behavior or to strengthen a weak skill area in an employee. In education it takes over 25 repetitions of proper behavior to overcome one response to a simple negative habit or behavior. Therefore, coaches must have the patience and persistence to work with an employee to correct and reinforce proper behaviors and skills.

Avoid Judgments

When coaches are judgmental of negative or weak behaviors, they put the coached employee on the defensive. This defeats the purpose of coaching as the employee will immediately be resistant to any efforts to correct or polish his or her skills out of fear of being criticized, undermined or intimidated.

Do Not Patronize

Patronizing an employee is a demeaning form of condescension. Employees should be treated as professionals and then they will perform and achieve as such. They are responsible for producing results, and they should be held accountable for their personal performance.

Elicit Advice and Ideas

Managers as coaches are providing feedback focused on altering a behavior or improving a skill. They need to clearly explain what they have observed and state their concerns. Once this has occurred, the employee should be encouraged to express how they feel about the feedback. This should be a discussion where advice and ideas are mutually exchanged.

Listen

Managers must understand that an employee’s performance and behaviors are a reflection of their life and experiences. Other outside influences can impact their performance. When coaching, managers must ask questions and listen for specific answers. They should encourage the employee to talk about all things that may concern them.

Clarify

Conversations and messages can be easily misunderstood. Managers should paraphrase what they hear to ensure they clearly understand what the employee is saying. Paraphrasing prevents miscommunication, clears up misconceptions and creates a more comfortable atmosphere of respect and concern.

Be Accessible

Managers must always be accessible to their employees. Managers can alleviate an employee’s fears and anxieties by being available to listen, empathize, and provide support.

Develop Rapport

When managers are approachable, they openly share their experiences and empathize with their subordinates to understand their thoughts and ideas. Then they unite their goals and vision with them. This accessibility invites rapport that deepens the workplace relationship. When this occurs the stage is set to transition from active coaching into mentoring.

Excerpt: Coaching: Pinpoint Management Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 18.95 USD

Related:

Feedback is the Foundation of Effective Coaching

Supporting Employees’ Need to Achieve Maximum Results

Should Accountability Be a Primary Priority?

Assessing Employee Growth and Development

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2013 Timothy F. Bednarz, All Rights Reserved

Three Key Reasons Why You Need to Delegate

with 2 comments

manDelegating

When many managers are asked, “Do you delegate as much as you should?” the response often is, “Probably not. I can’t take the time to train someone, let alone trust them to complete assignments I am personally responsible for.” Many don’t fully realize why they should delegate.

Managers as leaders understand the importance of effectively utilizing every resource they have at their disposal. This includes the people they direct and lead.

Managers must appreciate the power delegation brings to their individual units as well as to the organization as a whole. When they begin to actively delegate, three things begin to take place that overtake the workplace and personal performance.

When managers as effective leaders delegate, their subordinates begin to increase their knowledge, which better equips them to make decisions, solve problems, and generate more productive end results. These enhancements work to improve overall workplace and organizational performance.

This is why delegation is so powerful: utilizing their subordinate’s abilities and talents as a resource, managers move toward their goals at a much faster pace. Understanding how and why these three elements positively affect personal performance is helpful in creating the desire to delegate.

Increasing in Knowledge

Increasing a subordinate’s knowledge builds an in-depth understanding of information. When subordinates are delegated a task or assignment and complete it effectively, they can transfer this knowledge to other new situations. This builds a broader base of knowledge, which renders new assignments easier to complete.

Past experiences make up a large majority of anyone’s knowledge base. All active responses are based upon previous positive or negative events. When managers delegate effectively, they help build positive experiences for their subordinates, which works to motivate them to achieve at higher levels.

Increasing a subordinate’s experience level helps them create a better base on which to judge situations and circumstances. When a manager delegates, the assignment or task directly alters how the subordinate perceives the realities they encounter. They can better relate to the leader who carries the majority of responsibility and accountability. They also connect more closely with coworkers because a sense of loyalty is built into the total delegated experience.

Problem Solving

Effective and ongoing delegation enhances employees’ problem solving abilities. Managers use the delegation of tasks and assignments to coach their people in how to sift facts from misinformation. This gives them a real tool that provides shortcuts to solving a problem or addressing a major concern faster and more effectively. It also aids in helping employees establish their own goals and priorities.

In this way, they can easily determine which direction is best to take and why. With delegated tasks and assignments, managers need to emphasize that looking at problems from various perspectives helps uncover the root causes of problems rather than their symptoms.

Crafting Unique Solutions

One main reason delegation is so powerful is because it improves effective decision making skills.

Managers understand how formational decision making is in each of their employee’s personal and professional lives. By delegating assignments and tasks, managers help improve decision making skills by introducing previously unconsidered perspectives of how to approach assignments. They also give suggestions and offer shortcuts so that subordinates can immediately arrive at productive determinations and feel successful. Good managers are great role models for proper decision making.

Delegation is an excellent way to teach subordinates how to prioritize their time and associated responsibilities. Prioritizing is indispensable to effective problem solving, which, when mastered, cuts back on frustration and enables employees to think more clearly and arrive at better solutions.

When a manager delegates, their subordinates gain a better understanding of what does and does not work in certain situations. They allow subordinates to use trial and error to accomplish their assignments or tasks, which works to decrease the time and risks associated with solving future problems.

Related:

Six Steps to Educate Employees About Delegated Tasks and Assignments

Building Critical Thinking Skills to Enhance Employee Comprehension and Decision Making

Focusing Employees on Common Goals

Excerpt: Delegation: Pinpoint Leadership Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 18.95 USD

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2013 Timothy F. Bednarz, All Rights Reserved

%d bloggers like this: