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When we hear the
word "coach" we see a clear picture - someone running with a
team of players, or even one player, doing the very things he
wants the team to do. The coach is there most of the time,
actively involved in the action. Periodically the coach will
take his place on the side of the field and observe quietly,
giving the players a chance to practice on their own, what he
has just shown them.
In his book, "The
Management Tool Kit" Sultan Kermally puts it this way: "The
performance of staff contributes to overall performance of the
organisation. There has to be an element of continuous
development as far as staff is concerned hence coaching plays a
crucial role in staff development, learning and motivation.
Coaching is a technique of conditioning and shaping behaviour."
Coaching involves:
1. Explaining the
drivers behind performance
2. Talking through the stages of how to do it
3. Watching (monitoring) how work is done
4. Giving feedback
5. Encouraging improved performance
The main objective
of coaching is to keep a trainee on the right track and to
enhance effective performance. Coaching is related to
performance appraisal. In the monitoring stage, a manager or a
team leader has to coach in order to influence the performance
of a team or departmental member.
Good leaders must
also be good coaches. They must encourage certain behaviour and
they must show by example. Coaching should be done on a
continuous basis. Every contact you have with your staff
provides you with a coaching opportunity.
Coaching also
involves providing a learning opportunity for your staff. Give
your staff an opportunity to run a meeting, to make a decision,
to conduct a discussion session, to make a presentation. Give
them feedback as to their performance and encourage them to
improve their skills.
Modern day
business demands a culture of constant and continuous
improvement. According to Tom Peters, continuous improvement's
baggage includes, perpetual training, teamwork, risk-taking (by
everyone) continuous recognition, full-time listening, coaching
rather than brow beating, and scrapping the traditional
adversarial ways the organisation deals with outsiders.
Many organisations
do not believe in coaching. They would prefer to get their staff
to 'hit the ground running' and take the responsibility of
earning new skills themselves. This is a very shortsighted view.
Investment in people is an appreciating asset. If people really
matter in your organisation, then coaching should be part of
your business strategy.
A Coach should have:
1. Good communication skills
2. Patience
3. The ability to give feedback
4. Good delegation skills
5. Tolerance
6. The skill to ask rather than tell
A Coach should:
1. Discuss the task with a team member: The person should be
clear on the task at hand. The coach makes use of the above
skills, especially good communication / listening, patience,
tolerance and asking rather than telling.
2. Get agreement on the task to be done, and completion thereof:
Set a time frame with an agreed deadline.
3. Leave the team member alone to get on with the task: Do not
look over his / her shoulder all the time!
4. Meet for evaluation and feedback at agreed times: Once again,
the coach uses the above skills.
Characteristics
of Effective Coaches
Below are the 20
characteristics employees have used to describe bosses who are
effective coaches. Rate yourself in terms of what your employees
would say about you. Be honest. Your answers are meant for you
only.
Scoring Key:1.
Seldom displayed 2. Sometimes displayed 3. Almost always
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