My first role as a Trainee Manager for a bank in the 1980's exposed me to the traditional hierarchical management style that predominated. My manager's office stood high above us and overlooked our working area. He had huge internal windows which enabled him to glare at us all day without leaving the sanctuary of his room.
How things have changed and rightfully so. Today, successful managers operate a coaching style, continually developing their teams and unleashing their people's ability and skills. Coaching is particularly effective at developing people, discarding the reliance on classroom training and putting development on the job, where it belongs. One barrier I have witnessed in many companies I've worked with, is the manager's confusion as to what is coaching and how coaching can be used as the ultimate tool for developing people. Everyone has their opinion but most agree that pure coaching is where the team member has all the answers, has the ability and once made aware, determines their own solutions. This fits very well in a text book, but not so well in a bustling, stressful, deadline oriented retail customer facing environment. Here, we want more flexibility, indirect and direct coaching. Let me show you in the Coaching Swingometer.
Look for materials you can use for your content. Review the eBooks that you've published and identify those ones that sold like hotcakes. Their topics are the best ones to discuss on your email coaching. Use their content and add more in-depth information so you'll be able to give your clients their money's worth.
Below is the Coaching Swingometer. On the left side of the Swingometer is direct coaching or push coaching, which is tell mode coaching, more one to one training than coaching. Suitable when the team member wants some help or guidance or needs to be shown how something works or how to speak with a customer or handle an irate customer. As we move to the right we let go as coaches, encouraging more responsibility and awareness with our team member, helping them to decide their next steps. We use feedback tools to help the team member develop, we support their decisions, use tools such as GROW and head towards indirect coaching or pull coaching.
The Swingometer can swing during one coaching session. For example a team member comes to you asking for some help on handling a particularly irate customer in the foyer. It's so easy to brush them aside and go and pacify the customer yourself. But good coaching empowers the team member by unlocking their ability to handle the situation. You might start your instant coaching session by giving them some pointers and ideas, and follow up with a question as to how they're going to handle the customer, what are they going to say and empower them that way. Another example is a new programme on the system. You start by doing some one to one training in the branch with your team member, showing them how it works, demonstrating. Then you might follow up with some mock exercises and ask how they're going to use the system to help them give a better service to our customer.
Secondly, if a chiropractic coaching company has many successful clients that attribute their success to the program and this can be verified by speaking directly with those clients, then any unsuccessful clients probably failed to apply some aspect of the program, or ran into some unique problem either personally or in practice which they failed to overcome.
Make sure to offer at least once a month one-on-one follow-ups to ensure that your clients are making progress. You can use this for some question and answer portion, for doing case studies, and for talking about their areas of improvement. This can be done through phone or in person whichever is convenient for both you and your clients.
How things have changed and rightfully so. Today, successful managers operate a coaching style, continually developing their teams and unleashing their people's ability and skills. Coaching is particularly effective at developing people, discarding the reliance on classroom training and putting development on the job, where it belongs. One barrier I have witnessed in many companies I've worked with, is the manager's confusion as to what is coaching and how coaching can be used as the ultimate tool for developing people. Everyone has their opinion but most agree that pure coaching is where the team member has all the answers, has the ability and once made aware, determines their own solutions. This fits very well in a text book, but not so well in a bustling, stressful, deadline oriented retail customer facing environment. Here, we want more flexibility, indirect and direct coaching. Let me show you in the Coaching Swingometer.
Look for materials you can use for your content. Review the eBooks that you've published and identify those ones that sold like hotcakes. Their topics are the best ones to discuss on your email coaching. Use their content and add more in-depth information so you'll be able to give your clients their money's worth.
Below is the Coaching Swingometer. On the left side of the Swingometer is direct coaching or push coaching, which is tell mode coaching, more one to one training than coaching. Suitable when the team member wants some help or guidance or needs to be shown how something works or how to speak with a customer or handle an irate customer. As we move to the right we let go as coaches, encouraging more responsibility and awareness with our team member, helping them to decide their next steps. We use feedback tools to help the team member develop, we support their decisions, use tools such as GROW and head towards indirect coaching or pull coaching.
The Swingometer can swing during one coaching session. For example a team member comes to you asking for some help on handling a particularly irate customer in the foyer. It's so easy to brush them aside and go and pacify the customer yourself. But good coaching empowers the team member by unlocking their ability to handle the situation. You might start your instant coaching session by giving them some pointers and ideas, and follow up with a question as to how they're going to handle the customer, what are they going to say and empower them that way. Another example is a new programme on the system. You start by doing some one to one training in the branch with your team member, showing them how it works, demonstrating. Then you might follow up with some mock exercises and ask how they're going to use the system to help them give a better service to our customer.
Secondly, if a chiropractic coaching company has many successful clients that attribute their success to the program and this can be verified by speaking directly with those clients, then any unsuccessful clients probably failed to apply some aspect of the program, or ran into some unique problem either personally or in practice which they failed to overcome.
Make sure to offer at least once a month one-on-one follow-ups to ensure that your clients are making progress. You can use this for some question and answer portion, for doing case studies, and for talking about their areas of improvement. This can be done through phone or in person whichever is convenient for both you and your clients.
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