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Introduction

Introduction

Value the person and enjoy the results.

There are two realities in business today: Get results and keep your result-getters! This is becoming increasingly difficult as globalization, technology and demographic changes bombard today’s managers. Add to this the increased roles and responsibilities placed on the manager and chaos erupts.

First, managers were hired to manage — take care of the business. Then, managers had to be leaders — provide vision and mission. Now, they must recruit and train, inspire and motivate, correct and empower. What’s a poor manager to do?

The answer is to coach. As a 21st-century manager, you are continually challenged to shift how you, as a leader, manage your most important and only unlimited resource: your people. Henry Kissinger once said, “Leaders take their staff from where they are to where they’ve never been before.” That’s what the role of coach lets you do — take a diversely proficient group of people, expand and grow their skills, keep them satisfied and motivated, and, most importantly in this competitive environment, retain their talent.

Reinventing Success

Sports teaches organizations the value of a coach. Whether coaching a team or an individual, different approaches require different skill levels, attitudes and motivation. Business, industry, government and the not-for-profit sectors, likewise, have been faced with the sad truth that people just aren’t as motivated and accepting as they were in the last century. Mary Kay Ash noted the change when she said, “There are two things people want more than sex and money … recognition and praise.”

Coaching is the process of using that wisdom to help employees experience and work through the changes required of them.

Societal change caused management to shift from an authoritarian “my way or the highway” style to an all-inclusive approach that requires the manager to be a coach, cheerleader, mentor, trainer, disciplinarian and counselor. Coaches in sports do what organizations must do: create environments where individuals are motivated to produce results. That environment must be supportive, instructive and satisfying to the degree that employees want to grow within it.

The StaffCoaching Model™

The purpose of this book is to give you a model that directs the many roles demanded of your job: getting results, retention and creating a positive environment. Trademarked by National Seminars StaffCoach™ Model, the word “coach” encompasses three distinct roles or approaches: coaching, mentoring and counseling. How you respond to people and choose a specific action depend on your employees’ proficiency. Not all your employees need your assistance to change, develop or improve. Often your people can create new behaviors and attitudes themselves. It’s a good news/bad news scenario: The good news is that very few people need constant coaching, and the bad news is that all three roles of coaching are needed continuously.

Coaching is an excellent activity for your people who are performing okay. They meet goals and perform tasks at standard — no more, no less. A coach, by definition, helps workers grow and improve their job performance by providing suggestions and encouragement. Mentoring is the best approach for your above-average performers, those who are excelling. The mentor, by definition, is an individual with advanced experience and knowledge who is committed to giving support and career/job advice to a less experienced person. With your people who are performing below average, counseling is the appropriate choice. By definition, counseling is a supportive process to define and correct personal problems or skills that affect performance. The counselor rectifies behaviors and provides direction and discipline as needed for as long as necessary.

This model provides you with a guide to coaching performance. It helps you get around the reality of increasing demand for specialized skills in the workplace and a decreasing talent pool from which to draw. This challenge is captured in the book title by author Jennifer White: The StaffCoach™ Model will allow you to drive your people wild without driving them crazy.

Investing in the Real Resources

Balance sheets and Return on Investment (ROI) statements prove that business typically wastes its greatest resource: the people who work for it. The StaffCoach™ Model teaches you techniques, steps and actions to take as a manager and coach to tap into this asset. Remember the following three critical facts:

  1. Management means getting things done through others. Your job, as a leader, is to work through the people who work for you. That’s how you’ll get results from your team.

    Ferdinand Fournies, who wrote Coaching for Improved Work Performance, said, “When you do everything yourself, you’re just a technician. When you get things done through others, that’s when you become a leader.”

    If, as a manager, you are doing any part of your job because “No one else is doing it so I have to” or because “No one does it as well as I do, so I do it,” you’re probably not getting the best results you could. You’re spending time on things that other people ought to do.

  2. You need your people more than they need you. Why? Because the only way you’re going to get results is through them. You can’t do every job. Your time is a limited resource. Only your team can get everything done.

  3. You get paid for what your people do … not for what you do. This is crucial to understand. If it’s true that the people who work for you are helping you get results, then you’re getting paid for what they’re doing.

    In light of these three facts, you can begin developing your skills in coaching, mentoring and counseling. You can best invest your time and energies as a leader in those who produce results. No other investment pays higher dividends than an investment in your people.

It All Comes Down to Winning

Managers who assume the role of coach immediately begin changing attitudes and perspectives, which in turn change behavior and results. Based on the principles used by winning coaches to inspire their teams to excel, The Manager’s Role as Coach will guide you in making the most of each employee’s special talents and harness your group’s combined energy to create a results-focused team. The confidence you have in your own abilities and the respect you gain from your staff and management alike will increase. As you use the principles in this manual, you will create an environment where employees enjoy their work, exude positive attitudes, “buy in” to company policies and team goals, and willingly take on added responsibilities.

The benefits of StaffCoaching™ are many. Managers and leaders who can inspire, persuade, influence and motivate can spearhead organizational changes. The model guides you in doing those things necessary to ensure success. The benefits to you personally are equally powerful.

  • You increase productivity and get results.

  • You increase quality work.

  • Your stress level decreases.

  • You take less home with you.

  • You avoid surprises about poor performance.

  • Your job becomes easier as your people build their skills.

  • You can increase your delegation, giving you more personal time.

  • You become known as a developer of people.

  • You build empowerment through sharing leadership.

  • You increase team unity and support, allowing more to get done.

As a coach, you bring an enthusiasm and sense of accomplishment into your workplace. When you are mentoring, you are teaching and developing your people and the organization’s future. By counseling, you are eliminating the problems and barriers to real job satisfaction.

Having noted the organization’s and your own gains from The StaffCoach™ Model, there remains the “what’s in it for me” for your people. What’s in it for them is simple: excellence, doing their best, reaching their potential. Your coaching means that your people can achieve their goals and take their jobs and careers where they want.

To summarize, The StaffCoach™ Model directly addresses the myriad changes occurring in the workplace today. Diverse demographics, altered needs and increased demands for a fun, enjoyable, self-fulfilling and individualistic work environment can be accommodated to everyone’s gain.

Enjoy the manual and your soon-to-increase abilities to persuade, influence, change and grow. Whether your team numbers three or 300, the principles you learn will deliver winning results for you and some of your proudest accomplishments!

 

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