Manager and Leaders as Coach

The benefits from the day-to-day coaching and mentoring provided by managers and leaders are too important to be left to chance!

For coaching and mentoring to realize its full potential it requires a well-defined formal process, a support structure, and valid tools to ensure reliability, sustainability, and broad-based successful impact. Leaders, Managers, supervisors and team leaders all need to become adept at the newly defined role of the coach and/or mentor (partner / coach / advisor / consultant). Today, these newly defined roles are increasingly central to the overall successful functioning of the contemporary manager.

Dr Skiffington's courses cannot be compared to any other as they contain the latest, proven coaching technology and detailed coaching structures for Managers/Leaders to succeed in their coaching and/or mentoring role. Other courses simply re-hash the simplistic, coaching formulas of feedback, questioning and goal-setting etc. This outdated formula only provides a simple structure best suited for the very busy line production manager who simply hasn't the time for 'meaningful' dialogue with the 'line worker'.

These traditional "starter" coaching efforts use a simplistic goal-setting training model that is limited in application to increasing the performance of lower order 'mechanical skill task sets' (eg; for process workers) -that do not require any change of thinking, behavior etc. This dated model focuses on the "how to do" and "how to do it better". The coachee is treated as a passive observer and coerced into following a set action plan rather than challenged to think through specific problems and discover solutions.

Traditional coaching works best with a "process worker" who is ready for action and needs a nudge. However, Managers as "Coaches" are still being taught this traditional 'mechanical skills' coaching model to use in the professional development of their staff -so no matter how many nudges they give, or how many great questions they ask, most of the coachees find themselves going around in circles and are unable to successfully change/learn etc.

The Dilemma of the New Coach.
A coach first requires working knowledge of a prospective client's: organizational culture, structure and processes, the people dynamics and the strengths and weaknesses of the management team etc. Without this inside information/knowledge a coach is working in a small dark room and can only talk in vague generalities. Any new coach also needs the opportunity and time to establish his/her professionalism and their ability to successfully work with the client's management.

A general, educational coaching program (such as Dr Skiffington's proven 'Manager as Coach' Program) has provided many of our Certified Master Coach graduates the ideal, "first-up" program to quickly open the door of opportunity. The first few sessions of an introductory-level, educational engagement is typically used as a discovery and networking process -allowing the coach to meet and listen with as many Managers/Leaders as possible. These first exploratory steps need to be taken before the coach can really prioritize the most critical issues and present a solid case for follow-on specialist coaching services such as; executive/leadership/one-to-one or group coaching. This informed proposal can then be submitted to either: a) the initial gatekeeper/decision maker who has now established a trusting, professional relationship with the coach or, b) one of the Managers/Leaders who has had the opportunity to establish a working relationship with the coach via the 'Manager as Coach' Course and has decided to become a program sponsor or driver and introduce specialist coaching programs into his/her workplace.

No matter how much we “thrive on chaos” and jump “into the vortex,” new habits/learning/behavior take time to develop. Every person changes at their own rate and we can't speed that up. The world around us is changing faster than ever, but people are not. Clearly, we are in need of an adaptive, personalized change and growth tool to empower our Managers/Leaders to deliver ongoing, real, sustainable results to build individual/professional and corporate futures upon.

The Manager / Leader as Coach plays a critical role in organizational development and improved business results - whether the focus is reducing unwanted turnover, inducting new employees or those transitioning to leadership roles, providing access and skill enhancement to targeted groups, or accelerating the development of the best and brightest. And while coaching may occur spontaneously with excellent results, its benefits are too important to be left to chance. A well-defined process, support structure, and validated techniques and tools are required to ensure reliability, sustainability, and broad-based impact.

Coaching for sustainable learning acquisition and behavioral change (versus old forms of traditional coaching) -is a vital function through which executives and managers learn how to "lead" their people to outstanding productivity, morale, commitment, creativity and teamwork. Some other results include: lowered destructive conflicts and a higher constructive challenge, more productive inclusive outcomes; increased openness and greater levels of creativity, problem-solving and intellectual curiosity.

In Dr Skiffington's renowned Managers / Leaders as Coach course (licensed to her Master Coach Course graduates) -contains the latest and best practices for managers and leaders to build and develop sustainable behavior-based workplace coaching that delivers long-term, maximum results for both individuals and the organization.