This highly interactive Webinar offers you and your team an array of practical tools to coach effectively in today’s work environment. You’ll learn practical techniques for making your direct reports feel welcome, trust you to maintain confidence, to listen, and develop an Action Plan collaboratively with each f your team members, enhancing your overall team performance!
Keys to being a successful Mentor / Coach
Being a mentor/coach is an important informal and ongoing portion of being a successful manager. To better help you understand how to be a good mentor, follow these characteristics of what a successful mentor/coach might practice.
Be a Teacher
Mentor/coaching decisions should never interfere with your managerial decisions. The employee is not necessarily bound to take your advice, and some may choose not to. Do not get discouraged; rather keep providing opportunities for them to improve. Managerial decisions should focus on the business aspect, while the mentor/coaching aspect should only focus on the improvement and success of your employees.
Determine your Mentor/Coaching Goals
Determine what you want to accomplish through mentoring. What goals are you setting for yourself to achieve by mentoring your employees? You must communicate these goals with the employee.
Both parties need to feel confident that discussions will remain between them. Both parties must also feel confident that discussions are only for the area of improvement for the employee, not as a disciplinary action. This will keep the lines of communication open for the flow of honest information.
Define Areas of Limits
Areas off-limits for discussion must be clearly defined. Some areas of improvement may spill into your employee’s personal life and either of you may feel uncomfortable discussing those areas. It is important to define those areas as off-limits before, or as close to the beginning of the working relationship as possible.
How will you do your one-to-one level of being a mentor? Will you have regularly scheduled meetings? Will you do it at yearly reviews? Both parties need to make their preferences known at the beginning or as close to the beginning of the working relationship as possible. If there are different preferences, try to reach an acceptable compromise. Remember, you are trying to provide an atmosphere for improvement. You do not want to shut down the lines of communication before you even begin.
Discuss Time Commitments
A mentor must give employees adequate time for improvement. Setting a schedule at the beginning avoids irritating misunderstandings later. This especially could be utilized during every review.
Openness and Respect
Both the mentor/coach and the employee being mentored need to be open and honest, yet respect the other. A mentor/coach that withholds important information or comments does not contribute to the employee’s improvement. However, such comments should be delivered with tact and courtesy – and (even if somewhat hurtful) received with an open mind. Both parties need to understand this and observe it. This must be expressed in the beginning, or as close to the beginning as possible, of the working relationship.
Keep it Professional
The relationship between the mentor/coach and their employee is a professional one, not a personal one. The employee must understand this point. Both parties must understand that the goal is to provide an avenue of success for the employee, and any comments are made to achieve that goal. No comment should ever be considered, or made, as a personal attack.
Every mentor/coach must continuously be improving themselves as well as the employee, especially in areas of communication and interpersonal relationships. We all have areas that need improvement, and advancements in communication and interpersonal styles can improve the mentor/employee relationship. Good communication and interpersonal skills will improve employee acceptance, and limit the feeling of being criticized.
Communicate the Knowledge
You want to accelerate the employee’s ability to accept more and bigger responsibilities and manage them successfully. Create a way to get them involved in business outcomes as soon as possible. Make a point of including them in a decision process. Explain where their thinking is not in alignment with yours.
Remember, you are trying to create confidence in the ability to make good decisions and carry them out. Try to play to the employee’s strengths and interests.
Allow for Failure
Make sure the employee knows that they can come to you if they feel things are not going well. Acknowledge the fact that they could see the problem, and if things happen to get to the point of failure before you are made aware, ask for an analysis of what went wrong and the lessons learned.
Provide a System of Rewards
When an employee reaches an improvement goal, have a set system of rewards. You would be amazed how well received a simple acknowledgment of a job well done can be. Make sure you convey the importance of the accomplishment that was achieved and begin focusing on the next goal.
Gain the insights and skills to know where your business stands today and where it’s heading tomorrow.
In today’s unpredictable business environment, strategic leadership is not just for top management alone. It’s for:
If you want to move from being a good manager to being a great manager, you can’t afford to miss this seminar. Because strategic leadership is a blending of attributes that every superior manager requires in today’s unpredictable business environment.
Here’s where you’ll learn to anticipate, initiate and manage change for maximum competitiveness...stay on course while constantly redefining and refocusing your department’s goals to hit a moving target...and determine where your unit is headed, as you take into account the multiple groups your decisions will impact.
Prepare to make a transition. Instead of being buried in your department’s ongoing activities, you’ll become an innovator able to add value to your organization, its customers, and stakeholders. This course will provide you with the skills required to move your team or department forward decisively.
Why Should You Attend:-
Are you feeling a bit overwhelmed when it comes to coaching?
Could you use a ‘coaching refresher”, to help you get a better handle on things?
Would you like to brush up on your coaching and mentoring skills?
If you answered “yes” to any of these questions, then come laugh, listen and learn as Chris DeVany leads us all through those important topics, key questions, and answers we all need to be able to address effectively to improve our communication effectiveness, improve our team members and team’s performance, adding to the bottom-line!
Who Should Attend:-
Tokyo is the capital of Japan.
* Or more than 6 attendee call us at +1-(833) 568-8254 or mail us at firstname.lastname@example.org
* For Cheque and ACH payment call us at +1-(833) 568-8254 or mail us at email@example.com
* Click to download the Order Form