Group items tagged

The collaborative and engaging style of a "Coach" enables leaders to be a "manager-coach". This approach focuses on developing employees in order to achieve business results rather than managing their every move. The mindset of the manager-coach is to create an environment that fosters learning, independent thinking and opportunities to contribute. The manager-coach doesn't want to be seen as a solution provider. Rather, they want to be seen as a facilitator, paving the way for the employee to achieve their results. Manager-Coaches are a role model for others. They are excellent listeners and communicators, providing perspective and encouragement while also setting high standards and expectations.

Skilled managers have never been more critical to the success of firms than they are today.  Not because employees can't function without direction, but because managers play a vital role in talent management. Gone are the comprehensive career management systems and expectations of long-term employment that once functioned as the glue in the employer-employee contract.  In their place, the manager-employee dyad is the new building block of learning and development in firms.

The study is called "The Skills Workers Say Management Needs To Improve Most," from Robert Half. 1,000 workers (non-managers) were simply asked the question: "Which skill do you think your manager needs to improve most?" The results:

Communication/diplomacy - 30%

Technical expertise - 18%

Leadership - 17%

Strategic thinking - 14%

Project management - 8%

Other - 14%.

What many industry leaders have caught on to is that our demanding business world still needs managers, but in a role being reshaped by new workplace trends. To stay on top, companies must reassess the responsibilities of their managers and train them to effectively manage the modern workforce.

When coaching such clients, I try to help them stay calm and grounded by focusing on making one immediate and powerful change: ask open-ended questions and avoid making directive statements. This strategy is simple, straightforward, and easy to remember. It's also measurable quantitatively. The manager (or someone observing the manager) can count how many times he or she asked open-ended questions and made directive statements during a meeting with direct reports. The ratio of the former to the latter should be high, often in the neighborhood of 10 to 1 as judged by my experience with clients who went on to succeed in management roles.

One of the most important, leadership skills to develop in managers is the ability to coach effectively-including how to connect with employees and get the best out of them on an ongoing basis. From my own experience, here are three employee performance management best practices I've found effective in turning frontline managers into first-rate coaches.

Interesting conversation on the differences between a Supervisor & a Manager.

Confirmation that companies are on the right track in demanding frequent coaching sessions comes from Google's "Project Oxygen," the company's rigorous, data-based analysis of what makes great managers. Technical expertise made a difference, but only a small one. The single most important differentiator between good and great managers? "Be a good coach."

If you're a manager of managers, or otherwise leading in the middle zone of the organization, pay particular attention to these six factors:

Great list! In my opinion, it is very accurate.

In the most compelling and comprehensive synthesis of independent scientific studies about managerial competence, Tim Judge reports that effective managers tend to be highly adjusted, sociable, friendly, flexible, and prudent.

"The best managers are those who have an appetite for learning and are willing to work on themselves." - From " Becoming a Manager " by Linda A.Hill

Making the move from coworker to department manager was a tricky transition because, as the new manager, Margo was responsible for the productivity and results of her department. Oftentimes, former coworkers, either because of jealousy or out of habit, didn't want to treat her as the boss - they wanted to continue treating her as one of the peer group. Here are 7 tips for making the transition easier:

This scenario is all too common when an individual is asked to make the leap from expert to manager. It's especially common when someone is asked to lead a team of their recent peers. But jumping into the weeds and trying to do everything, even if it works initially, is not a sustainable strategy. Ultimately a manager needs to focus on becoming a successful teacher and mentor in order to help their people develop and grow, and to increase the overall capacity of the team.

Here are five things lousy managers do when they should be leading and inspiring their teams:

Yup!

More-progressive organizations are leaning into this trend. Great managers think of their roles as developing people first, and that corporate objectives are achieved through this development, not by resisting it. I'm always astonished when I hear managers say, "I simply don't have time to develop my team." What do they think their job is?

A recent complaint we received from a manager: "I do my job, I get my results, and no one has to chase me down or manage me. Well my employees are also 'big boys and girls' and should be able to get results: I pay them top salaries, they were hired because of their competence and expertise, I trust and expect them to get things done. But when things become critical, or go wrong, no one steps up and takes responsibility and delivers results! I don't know what to do!" Like most of us, you're probably nodding your head thinking "I know exactly what that feels like". But before we get too far into lamenting our problems, let's take a look at how "the box" may be distorting this

"Starting today, you can be significantly more effective as a manager - and enjoy your job more - by engaging in regular coaching conversations with your team members. As you resolve to support their ongoing learning and development, here are five key tips to get you started."

But today, tighter budgets, flatter organizations, a heavy workload, and too many direct reports often leave managers without the time - and sometimes without the skills - to shoulder the responsibility of being coach and mentor. And yet, this function remains critical to the long-term health and productivity of the organization.

You don't turn an ordinary workplace into a Human Workplace by putting a sign on the door. It doesn't happen because you install a lactation room (although I highly recommend that you do!) or start an employee suggestion program.

The path to a Human Workplace is mental. It's a shift in perspective. It happens when people stop seeing the managers in an organization and the rest of the staff as two different camps.

Ten management traps and how to avoid them.