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What is Knowledge Management

Recession Proof Your Business: How to Avoid Business Failure and Increase Sales in a Lagging Economy

Looking for a job: Improvise the professional managerial skills

Managing People or Activities

Managing Needs

Developing Your Approach to Managing

Selecting Staff for the Organizational Unit

Performance evaluation in Management

Building the Managament Team

Motivating the Management Team

Guidelines for Managing diversity

The Role of the Individual in the Management team

Types of Projects

Evaluating Proposed Projects

The Project Process

Strategic Project Management

Why Managers Succeed or Fail

You've just ended a discussion on how an employee must focus less time socializing and more time improving her work in a coaching session. You've had this conversation before, albeit casually, and as a result, there has been no change. She did change after you've sat her down in a formal coaching session, but only for a week or so. You hope that this time, you've succeeded in driving your point across.

Getting a subordinate to agree there is a need for improvement is the most critical step in the management coaching method. This scenario is very familiar because often, this step isn't always well-grasped or done, discouraging permanent improvement.

Feedback and coaching are 2 different things. In response to a situation or event, a supervisor provides feedback to an employee. More interpersonal, coaching dwells on behavior trends and develops improvement and advancement strategies.

Coaching is about the art of turning circumstances and events into learning and growing opportunities. Examples include missing several deadlines in a period despite being informed that meeting deadlines is essential, continuing to arrive late for work after being reminded that tardiness is not acceptable, and continuing to interrupt others in spite of receiving feedback that such behavior isn't appropriate. "Chewing out" is not management coaching's objective. Though it can work, it typically just worsens the issue. Employees tend to become passive-agressive in response to this tactic. They will toe the line and do nothing more or less than what's asked.

Usually, coaching must only be conducted after feedback has been provided at least once when a subordinate isn't working as expected. In some cases, though, coaching must be employed immediately before an issue evolves into a performance trend.

The crucial factors involved in coaching are two-way conversations, specific coaching skills and techniques, a series of interrelated steps or objectives, courage and conviction, and, of course, a sense of humor.

Management coaching focuses on helping the employee understand the need for improvement and getting the employee to commit to taking steps to permanently improve performance. The most essential is the second one.