Coaching, Mentoring, and Managing: Breakthrough Strategies by Micki Holliday

By Micki Holliday

This ebook deals hundres of sensible, easy-to-learn suggestions each supervisor can use to teach staff to develop into extra efficient, confident, encouraged, and potent. jam-packed with real-world suggestion and management-changing routines, this handbook indicates the right way to get the main from staff in state-of-the-art period of downsizing, layoffs, buyouts, and mergers.

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Extra resources for Coaching, Mentoring, and Managing: Breakthrough Strategies to Solve Performance Problems and Build Winning Teams

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If the source isn’t the individual in question, you must verify it with the team member personally. However, discouragement can show itself in many other ways: a decrease in productivity, less attention to detail, tardiness, absenteeism, etc. Ultimately, a one-on-one “RAP” meeting is a good way to confront the problem. RAP is a coaching acronym that stands for: Review the past. Analyze the present. Plan the future. With this approach, you and the team member can focus on a review of past performance contrasted with present performance — and then look together to an improved future.

It is as useful for your front-desk professional as it is for your line personnel or the independent contractor. 45 Coaching, Mentoring and Managing 2 Add the numbers in each column and total them. A score of 27 or less probably indicates a need for counseling and/or coaching in several areas. A score of 54 or less points to the likelihood of coaching in several performance areas. A score of 63 or better indicates a primary need for mentoring. On-the-Job Evaluation Form _____________________ Team Member Name ___________ Date Not Evident Very Evident On-the-job confidence 1 2 3 4 5 6 7 8 9 10 Tolerance for stress 1 2 3 4 5 6 7 8 9 10 Standards of excellence 1 2 3 4 5 6 7 8 9 10 Attention to detail 1 2 3 4 5 6 7 8 9 10 Innovation 1 2 3 4 5 6 7 8 9 10 Flexibility/openness to alternatives 1 2 3 4 5 6 7 8 9 10 Ability to teach, model 1 2 3 4 5 6 7 8 9 10 Acceptance by peers/superiors 1 2 3 4 5 6 7 8 9 10 Speed 1 2 3 4 5 6 7 8 9 10 Total _________ 46 The Five-Step StaffCoaching™ Model 2 Supervisory/Personnel Information Again assuming, as we are, that you are new to this team environment, the ability to obtain the evaluations and assessments of supervisors and/or personnel files will be very helpful in determining the performance level of your team members.

Or you could just ask them! One way to ask them directly is through an informal questionnaire. While you will want to tailor this tool to your 29 1 Coaching, Mentoring and Managing specific needs, a generic “Talent Inventory” might include questions like the following: Let your people express their individuality within the project framework. • What are your special job strengths as a member of our team? • What would you say your weaker areas might be? • If you were tackling a project to (name a project relative to your environment), what responsibilities would you enjoy most?

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