[MUSIC] Welcome back. In this lesson, we will compare all of the roles we've discussed, in order to emphasize the role of the manager as a coach. Throughout your career, you will use all of these roles with your employees. So how do you know the appropriate role? Or which role you should use depending on the situation? In this lesson, we will walk through a scenario that demonstrates each role in action. So to revisit manager as coach, the inherent perspective is that the employee has their own self knowledge and wisdom and the coach draws out perspectives, behaviors that allow employees to achieve exceptional performance. My job as a manager is to hold myself responsible for the development of my team, and coaching is the way that I do that. I have my manager role available to me, my leader role available to me, my mentor role available to me, my trainer role available to me. And the coach role coalesces all of those. And where the manager role and the trainer role and the mentor role and the leader role sort of hold a perspective that the wisdom and knowledge needed is infused into the employee. When I'm in the coach role, my recognition is that the employee has most of what they need. My job is to really pull it out of them and give them the tools necessary to help them drive their own development. As a coach, I see a whole person, and I have an opportunity to support them by developing them and giving them more and more tools, for self-discovery and skill development. As a manager, you're going to be called upon to use every single role that we talked about and I want you to think about these questions that might help you determine which role is best suited for those challenges. So question one, do I need to set direction? This is the leader role. Is my team confused? Do they not know how to win? Do they not know how to celebrate or achieve success? If that's the case I need to set direction, I need to tap my leader role. Are the processes to be followed clear? Do people know what to do to be successful everyday? Does the work get done? This is the manager perspective. If people are confused about processes and procedures and there are gaps in work getting done then I need to tap my manager role. Do my employees need advice and support? Do they need somebody to help them see another perspective from my experience? This is the mentor perspective. The mentor role comes in and gives advice and support and invites people to see things from another point of view. Do my employees need to learn new skills? This is the trainer perspective. Have we just brought in a new system, a new process? Are we changing the direction of the organization? Which means employees need to learn something new. If so, the trainer role needs to step in. And lastly, do my employees need help developing their own skills and behaviors to drive better performance? This is the coaching perspective. Do they have the raw skill, the raw talent to get it done and yet their still not accomplishing it? Then the coach role needs to step in and determine how can I best help them develop their performance to maximize their results. I'll give you an example. We have an organization that wants to generate $10 million dollars by the end of the year. Here's how each role contributes to that $10 million goal. The leader sets the vision and ensures the resources are in place. The manager tracks progress, benchmarks, compliance and employee productivity. The mentor shares how they may have achieved similar results in the past. The trainer identifies and teaches new skills to employees to increase ability and achieve the goals. And the coach works with the employees to maximize their attitude, effort and production. All of the roles are essential to achieve the goal. And like I mentioned before, managers today are asked to tap each one of those roles at various points in their relationship with their employees. So in summary there are so many roles. I narrowed it down to five. [LAUGH] That manages are expected to employee. I get it. And it's part of why I'm really glad you're taking this course, because I think we are asking a lot of managers today without a lot of support. And so hopefully by pulling apart these roles, it helps make sense of why you might be a little frustrated every day that you're being asked to do so many different things. Understanding the difference of each of these roles can help you know how best to help your team and also how best to help yourself. Helping your organization having clear definitions can also help everybody on the team perform better. So if your taking this course and there's other managers that you work with, I invite you to share this insight with them. See what they think. And managing today just is more complex. The more we can put names and definitions to the work that we do, the easier it is, first of all, to help you get better. And second of all, to really draw on the best role, the best approach to get the results that you're looking for.
