Coaching Counseling Mentoring_1 pptx

[...]... you will find answers to all the questions you might have about coaching, counseling, and mentoring, including the descriptions of the traps you could fall into and, more important, how to avoid these traps What Are the Differences Between Coaching, Counseling, and Mentoring? To help you get the terminology straight, in this book the term coaching refers to the task of continually developing employees... Mystery Confusion about these three management skills abounds A review of the management literature would suggest that the confusion is only semantic, with coaching confused with counseling or mentoring, and mentoring confused with coaching or counseling But the confusion goes deeper All managers pay lip service to these terms, many managers think they are good at these skills, but very few managers... effective counseling sessions, keep written records of these sessions, and develop an action plan—the necessary evidence you will need should an aggrieved employee take legal action against your organization Some managers think they can avoid counseling traps just by ignoring performance problems, but that can be the biggest career mistake of all, should litigation result from this failure to act Whereas counseling. .. employees with similar problems first went through counseling Tom doesn’t want to waste the time with counseling; he wants Sylvia out and someone else who better fits the company’s new culture put in her place What would you do? • Situation 9 Andrea, a customer service rep, lost her temper with customers on several occasions and consequently was placed in counseling She continues to have problems with customers... solve problems like these, you have to understand whether coaching, counseling, or mentoring is called for and how best to use the technique That way, not only can you solve the specific dilemmas but you can move beyond them to continue performance improvement— and win management’s recognition This page intentionally left blank S E C I T I O N Coaching This page intentionally left blank 1 C H A P T E... 360-degree feedback programs that identify unexpected interpersonal shortcomings Whatever has prompted this importance placed on coaching, it is also responsible for greater recognition of the manager’s role in employee job success 11 12 COACHING Managers who master the skill of coaching find that it can boost the performance of workers by making clear to them what they should do and how they should best... responsibility for their performance and are motivated to exceed their current performance These benefits, too, come from coaching Managerial Resistance Many managers argue that they don’t have the time to coach employees But coaching is not time-intensive; rather, the problems that result from not coaching can become time-intensive If you don’t continually work to develop your employees’ skills, the additional... schedule one day each month to meet the individual in person so he or she has the same in-person coaching time with you as you give on-site employees And for managers who argue that coaching has no place in today’s horizontal organizations characterized by teamwork, that’s not so With today’s cross-functional teams, coaching is the responsibility not only of every team leader but also of every team member...2 INTRODUCTION son: coaching, counseling, and mentoring are very much a part of a manager’s job—and have always been so The demands on organizations, however, have made them critical skills today This is why this book has been... contribution (think empowerment or shared leadership) But increased employee performance isn’t the sole benefit of coaching When employees receive regular feedback from you, you won’t have to worry about their being surprised and defensive at performance appraisal time And the good rapport that coaching creates should help reduce complaints from your employees Everything should run more smoothly—or, at . Association, 16 01 Broadway, New York, NY 10 019 . Printing number 10 9876543 21 PAGE iv 16 2 21$ $$FM 10 -16 -06 08:44:24 PS Contents Introduction: Three Ways to Develop High-Performance Employees 1 Section I: Coaching. 205 Epilogue. Your Role as a Leader 2 21 Index 225 PAGE vi 16 2 21$ CNTS 10 -16 -06 08:44:26 PS Coaching, Counseling & Mentoring Second Edition PAGE vii 16 2 21$ HFTL 10 -16 -06 08:44:30 PS This page intentionally. class="bi x0 y0 w0 h1" alt="" Coaching, Counseling & Mentoring Second Edition PAGE i 16 2 21$ $$FM 10 -16 -06 08:44:23 PS This page intentionally left blank Coaching, Counseling & Mentoring HowtoChoose&UsetheRight Technique