The options coursecoaching mentoring and managing 10 pdf

... part of the manager and employee relationship. As in the story about the turtle and the hare, it is the slow and steady, the constant and always confident progress toward the goal that wins the race. ... about what they do. You provide the challenge to look beyond the tasks at hand to new horizons. Coaching, Mentoring and Managing 3 The Coaching Role: Insp...

Ngày tải lên: 21/06/2014, 03:20

... they do and what they actually do. Your feedback, honesty and sharing of information can help associates understand what they do and say and the impact they have on other team members. • The need ... demonstrate the values of flexibility and sensitivity to the needs of your people. Betty Eadie wrote in Handbook for the Heart, The more you notice the love, the miracles...

Ngày tải lên: 21/06/2014, 03:20

... leadership values and insights impact everything they do, influence how they spend their time, and where and with whom they devote their energy. The StaffCoach™ Model shapes the process for you, ... 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4...

Ngày tải lên: 21/06/2014, 03:20

... Test their understanding of what they think are the results and restrictions. Clarify the goals and objectives to verify that they understand. 3. Affirming and acknowledging You observe the performance ... these causes of nonperformance can be addressed immediately with the StaffCoach™ Model. The coach tells them the “what” — setting expectations and showing them how to kn...

Ngày tải lên: 21/06/2014, 03:20

... usually means the associate appears comfortable with the task activities and the skill level required, and grasps the logic behind the order of activities, etc. Coaching, Mentoring and Managing 4 4 Phase ... to the underlying understanding. First, make your associates successful; second, show them their success; and finally, make sure they understand why they are succe...

Ngày tải lên: 21/06/2014, 03:20

... immobilized by them. Resist the temptation to talk about anything else (the weather, the economy, Coaching, Mentoring and Managing 5 When the great help the small, both are just the right size. 5 Ask ... for the session. The issues may not be able to be resolved in one setting. Judge receptiveness of your associate and the wear and tear of the meeting when allotti...

Ngày tải lên: 21/06/2014, 03:20

... communicating and challenging within each of the roles of the StaffCoach™. Coaching, Mentoring and Managing 7 234 Coaching, Mentoring and Managing 7 1. “Hi, I’m Jeff Henry. I have 10 years of ... they don’t know why they do what they do. That’s because they don’t see their job as important. When you give them the “why” of their tasks, they can see its relevance — and...

Ngày tải lên: 21/06/2014, 03:20

... turtle and the hare, it is the slow and steady, the constant and always confident progress toward the goal that wins the race. You can coach all types of fancy moves and clever “flavor of the month” ... in them. Let them know that you think they are “unlimited resources.” Let them know that you think they can do and be whatever they choose — and show them how. Case Stu...

Ngày tải lên: 21/06/2014, 13:20

Ngày tải lên: 14/12/2013, 21:15

... — and they must be implemented immediately and consistently. Coaching, Mentoring and Managing 1 The best way to change performance is to carry out appropriate consequences. x government and the ... you believe in them and what they’re doing. This is the essence of the coach role: Help people see, feel and intuit their brilliance. Point to past successes … to their ind...

Ngày tải lên: 16/01/2014, 16:34