Explore
For Enterprise
Join for Free
Log In

Arts et humanités
Business
Informatique
Science des données
Technologies de l'information
santé
Mathématiques et logique
Développement personnel
Sciences physiques et ingénierie
Sciences sociales
Apprentissage des langues
Diplômes
Certificats

Explorez l'intégralité de Coursera

Parcourir
Rechercher
For Enterprise
Connexion
Inscrivez-vous gratuitement

Manager as Trainer Defined

Loading...

Managing as a Coach

Université de Californie à Davis

4.7 (619 notes) | 19K étudiants inscrits

Cours 1 de 4 dans Compétences de mentorat pour responsables Spécialisation

Do you (or do you want to) manage employees? Have you ever wondered how to get better performance out of those you manage? Are you unsure if you are communicating effectively with your employees? If you answered “yes” to any of these questions, then this course – and its associated specialization – is for you! Leadership and management responsibilities have changed dramatically, particularly in the last decade. In order to be an effective manager in increasingly fast-paced and complex organizational environments, coaching has become essential. In this course, you will learn what coaching is and learn how to differentiate between it and all of the other myriad roles managers are expected to perform – managing, mentoring, leading, and training. You’ll learn about the importance of strong leadership and learn to describe your current point of view as a leader, and evaluate when to adjust your thinking in order to be more effective in managing and leading in a rapidly evolving workplace. And finally, you’ll be introduced to the Thought Model, a coaching technique you can use to develop better thinkers and better performers. So if you’re ready to learn all about how to be a more effective and valued manager using coaching techniques, join us as we explore more successful managing through coaching!

Visualiser le programme de cours

Compétences que vous apprendrez

Active Listening, Communication, Management, Coaching

Avis

4.7 (619 notes)

5 stars
467 ratings
4 stars
113 ratings
3 stars
28 ratings
2 stars
6 ratings
1 star
5 ratings

SV

Jun 28, 2016

This Course is Excellent, bu all means.\n\nTeaches the Nuances of all the Roles: Leader, Manager, Mentor, Trainer and Coach.\n\nThe Trainer Kris Plachyis awesome. Excellent Delivery Skills.

C

Mar 02, 2016

Excelente curso. Explicações claras e consistentes que me fez refletir sobre minhas ações no trabalho e sobre minha carreira.\n\nValeu muito a pena e não vejo a hora de começar o próximo.

À partir de la leçon

Course Introduction & What is Coaching?

This module defines coaching as well as the 4 other roles modern managers are expected to play in their organizations: leader, manager, mentor, and trainer. Many examples are provided to help illustrate each role and common pitfalls associated with the overuse of each role will be covered. The module wraps up with a comparison of all the roles managers have and then asks you to identify and explain why you would go to one role over another in particular situations.

Module 1 Overview0:48

Manager as Coach Defined9:25

Manager as Leader Defined7:44

Manager as Manager Defined8:03

Manager as Mentor Defined7:15

Manager as Trainer Defined6:29

Roles Compared6:11

Enseigné par

Kris Plachy
CEO and Founder & Instructor, Leadership Coach, LLC &

Transcription

[MUSIC]

Welcome back.

More and more, managers are being asked to be involved in their employees' training.

In this lesson, we will discuss why that is.

And what the manager as trainer role looks like.

We will also discuss, what happens when your employees need training on something

that you don't know how to do.

Finally, I will describe some issues related to overuse of the trainer role.

Managers, have to have a lot of roles, that's become increasingly clear,

I hope as we've been going through this module.

And the trainer role, is one that is becoming again, more and more important.

And there's a couple of reasons why, we're asking managers to be more and

more involved in training.

First of all there's just more training, in general.

And so, because skill sets are required to adapt so

quickly, we're asking so much more of employees.

A lot of that training has to happen at work, on the job, and

the person to do it is the manager.

Defining the trainer role, is teaching information, knowledge, and

insights that are assumed to be unknown by the employee.

So if I'm wearing my trainer role,

my assumption is that you don't know what I'm going to teach you.

And my job, is to make sure I teach it to you.

And that you learn it, that you can implement it.

So the trainer role, for managers, I think I would say just in the last, 20 years or

so, has become so much more important.

Because there's just so much more we're being asked to know, and to learn, and

at a rapid pace.

How managers show up as trainers can vary.

A perfect example of training is this course.

[LAUGH] So I am, through my voice, and through the tools in this course,

teaching you concepts, ideas, insights, perspectives,

tools, that sort of go under the assumption of unknown to you now.

But the goal, to make sure that they are known to you.

And that you learn them by the end of the course.

Teaching, training is anytime someone is infusing you with insights or

knowledge that you didn't already have.

And I think for managers, this happens a lot throughout the day.

Almost to the point that we don't even pay attention to it,

because we're doing a lot and lot of teaching.

So an example of a manger, as a trainer,

is something as simple as let's say a new phone system.

We get a lot of new tools at work on a regular basis.

So a phone system, seems to be one that happens, not all the time, but

enough, that I think it's a good example because it's pretty robust.

So we get a new phone system, and

let's say the manager goes to a class to learn about the new phone system.

And then, maybe there's even a training,

that everybody goes to that's conducted by a trainer on the phone system.

And yet we still always have people [LAUGH] who don't quite get

the phone system, right?

That might even be me [LAUGH] if I worked for you.

And so, as the manager, you're going to need to sit down.

And teach someone, here's how you program your voicemail.

Here's how you transfer a call.

Here's how you access your voicemail.

Her's how you forward your calls.

That is the act of training.

It's assuming that I don't know how.

And that I need to teach you.

Now here's the thing that I want to say about manager as trainer.

There are a lot of things, that your employees are going to have to do,

that you will not know how to do.

And that's okay.

I do not hold the belief that,

as the manager, you need to be the expert in everything your employees do.

I think that's an exhausting approach.

And is not reasonable, or

realistic, especially in the world that we live in today.

I do think though, that is important, that managers recognize,

the training responsibility sits with them.

If I know that someone has to learn how to do something.

It may not necessarily be me who teaches it.

But I'm responsible, to make sure that they get the training that they need.

We have to keep in mind a couple things because this can be overused.

And I've seen manager as trainer overused a lot.

And the reason why is a lot of managers like to teach.

That's why they go into managing.

They like to be helpful.

They know their topic very well, so they want to teach it to people.

The problem is, not every performance problem is a training problem.

A lot of people actually know what to do, so

when you approach a performance problem.

Or when you approach every performance problem,

as a training problem, you may be missing what's really going on.

When people prefer the manager as trainer role, they train everybody.

[LAUGH] Instead of really exploring, what employees do and don't know.

Another assumption, from the manager's trainer perspective,

could be that everybody learns the same way.

And we know that's also not true.

We tend to teach the same way that we learn.

And not everybody learns like you do.

An overuse could be, that we just teach, teach,

teach, in the same way for everybody.

And that can be not very effective.

And also training can be overtelling.

Just like in the mentoring, it can be overtelling.

So rather than helping employees really solve, what's going on,

we just sort of tell, tell, tell, tell, teach, teach, teach, teach.

Just pay attention here, because training is a very common requirement role for

managers.

But you have to know when to back up, and really do the coaching,

which is really at the heart of what we're going to be talking about here.

So in summary, some employees, will need to be taught how to do their work.

It's just natural, we have so much changing all the time.

Managers, must be able to teach or identify a proper teacher for their team.

So like I said, it doesn't always have to be you.

You can be the trainer or you can identify somebody else.

And because of the ever-changing expectations of our team members,

we are going to continue to need that manager as trainer role as a priority for

managers.

It really is the responsibility of managers today,

to be involved in the training and development of their team.

So in our next lesson,

we're going to compare all of these roles that we've been talking about.

Explorer notre catalogue

Rejoignez-nous gratuitement et obtenez des recommendations, des mises à jour et des offres personnalisées.

Coursera propose un accès universel à la meilleure formation au monde, en partenariat avec des universités et des organisations du plus haut niveau, pour proposer des cours en ligne.

© 2019 Coursera Inc. Tous droits réservés.

Télécharger dans l'App Store

Disponible sur Google Play

Coursera
À propos
Direction
Carrières
Catalogue
Certificats
Certificats MasterTrack™
Diplômes
For Enterprise
For Government

Communauté
Learners
Partners
Developers
Beta Testers
Translators

Se connecter
Blog
Facebook
LinkedIn
Twitter
Instagram
YouTube
Blog Tech

Plus
Conditions
Confidentialité
Aide
Accessibilité
Presse
Contact
Répertoire
Filiales