Management Training:
Coaching-Based Management Training Workshop
I often hear my coaching clients talk about how much they enjoy mentoring younger members of their team. They take pride in sharing the wisdom of their life experiences to others who haven't had the same benefit. This comes through when they are giving guidance on potential pitfalls on projects or building processes. In this communication dynamic you see a lot of one-sided talking and the other, head nodding. Though well intended, this type of exchange maintains management to stay in charge, possess all the answers, and a tendency to fix all the problems.
My question is usually: what assumptions are being made here? Does the seasoned manager know the full capacity and thinking process of the younger employee? What sort of dependency model is the employee forming with management? What would happen if the dominant speaker in the dialogue was the employee instead of management? In that case, the dynamic would be dramatically different.
When it comes down to it, none of us really enjoys being told exactly what to. There are many types of management/leadership styles that can bring about results; only one provides the employee to take full ownership of their work product.
The collaborative and engaging style of a "Coach" enables leaders to be a "manager-coach". This approach focuses on developing employees in order to achieve business results rather than managing their every move. The mindset of the management-coach is to create an environment that fosters learning, independent thinking and opportunities to contribute. The management-coach doesn't want to be seen as a solution provider. Rather, they want to be seen as a facilitator, paving the way for the employee to achieve their results. Management-Coaches are a role model for others. They are excellent listeners and communicators, providing perspective and encouragement while also setting high standards and expectations.
As hard as it might be, the management relationship would benefit if management held his/her tongue to let the employee articulate how to address their view of handling their project on their own. If management-coaches hear gaps in the thinking process that could be detrimental to the outcome, they can instill the standards and set boundaries by asking the employee questions that allow them to reveal their own developmental areas. In this way the employees could recognize for themselves the way to improve their process, safeguard good outcomes and manage risks.
The important shift in the balance of power allows management to stop making all the decisions. By involving members of the management team, it breeds employee ownership and engagement. The more management can find opportunities for employees to contribute to the decision-making process by encouraging them to have their say, the more they will feel connected and satisfied with the work they are doing. Most importantly it will be the best learning experience a manager can give them.
Debra Desmond:
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Subject:
Management Training Workshop
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