The goal is to engage the follower so that they can move to the next level. There is less “saying” and more “suggesting”, which leads to more encouragement, to act as a coach. Coaching is a type of situational leadership style that involves a great deal of practical participation in the employee's work process. As a general rule, a coaching approach works best when the employee shows weaknesses that need to be improved.
For coaching to be effective, the employee must recognize these weaknesses and indicate their desire to improve. An example of coaching is when a sales manager spends time away from home making calls with a struggling salesperson in an effort to improve performance, or when a new or newly promoted employee is adapting to a certain set of tasks. Then there are situations where coaching is particularly appropriate. In training coaches, I usually use the situational leadership model, conceived by Ken Blanchard and Paul Hersey (pictured above) as a guide for leaders to know when to train.
I don't know any person or leader who spends the day with a constant supply of models or approaches called to their stream of consciousness, but if you can integrate the essence of this, it can be useful. Some of us thrive on it, others hate it. It's often used as an excuse to share one's disapproval, preference, or opinion with the unsuspecting. However, if used skillfully and prioritizes the benefit of the other, it is a gift for development.
I still remember some of the most useful and useful comments given to me over the years by colleagues who took my interests into account. Paul Hersey and Ken Blanchard called this situational leadership. In short, leaders work hand in hand with workers who need supervision and support. Instead, leaders will delegate to workers who are competent and confident.
Counting (directing) is for people who need guidance and motivation. This means one-way communication, step-by-step instructions, and clarity about the consequences of failure. The leader clarifies the task, sets milestones, monitors, provides feedback and rewards the results. Selling (coaching) is for workers who want to learn.
This worker is motivated, but may lack skills. The leader trains the worker, encouraging confidence and aptitude. Leaders are rigid in terms of values, flexible in the process and focused on their overall mission. Situational leadership unites all of these priorities.
In the situational leadership model, leading is the initial or basic level of leadership style. Nearly all new hires need a more managerial leadership style. They are very formative with little or no experience in their new roles. In the formative stage, the follower is characterized by low competence and high commitment, the inability to comply, with possible feelings of insecurity.
Coaching is for followers who have developed a certain competence along with greater commitment. The follower is not fully confident in his abilities, but he is succeeding. AoEC consulting services are offered to organizations and have a portfolio of customized solutions and products based on coaching that can be used to address a multitude of problems faced by large and small companies today. It goes without saying that the coaching approach isn't the answer in every situation, whether you're a professional coach or a leader who uses training skills to develop your team.
Where the coaching approach really has its impact is on the development of team members, from early dependency to self-reliance and maturity. He addressed several topics, including what it is like to have a great coaching nature to allow others to master selected complex topics without problems. In her book, “Brilliant Coaching”, Julie Starr identifies five key elements that the coaching leader must learn to use skillfully. With a new wave of enthusiasm, after the coach's initial training and packed with a new set of skills, coaches will train everything that moves.
As the most influential catalysts of employee performance, managers must be effective coaches to achieve desired results successfully and consistently. This is where the manager must learn to flex, and deploying a training style and a “ask and don't tell” approach work well. Situational leadership revolves around four general management styles, and its function is to recognize and use the most appropriate style for the current moment. Rudi Kindts is an experienced senior and non-executive executive executive director, senior executive mentor and comprehensive development coach.
Effective coaching enables organizational success by promoting cultural alignment, performance excellence, and employee engagement and retention. .
