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En provenance du cours de University of California, Davis

Managing as a Coach

443 notes

University of California, Davis

Managing as a Coach

443 notes

Cours 1 sur 4 dans Specialization Coaching Skills for Managers

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!

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

Rencontrer les enseignants

Kris Plachy
CEO and Founder & Instructor, Leadership Coach, LLC &
UC Davis Division of Continuing and Professional Education

[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.

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