The Five Steps to Coaching & Mentoring Success

An effective coaching process requires that goals and expectations are clearly understood. It is essential that the employee being coached receive all the appropriate training based on his job responsibilities and future developmental needs. Behavior observation, communication and finally behavior modification are essential to success at coaching. This includes feedback and reinforcement.

1. Set clear goals & expectations. Setting goals and objectives is no easy task. They must be specific, measurable, attainable, relevant and timely. (SMART) Goals and objectives are the very first step in effective coaching. The employee should participate in this process. After all, the goals should be specific to that individual and they must take ownership. As goals or expectations change, it is your job as coach to communicate these changes to your employees. The goal should be negotiated, not dictated.

2. Training. To be an effective coach, you need to understand the employee's strengths and weaknesses. This includes a thorough understanding of their training needs and accomplishments. Do they have the necessary skills and knowledge to accomplish the goals and objectives that have been set? Making sure that the employee has the opportunity to get the required training to develop their skill set is a prerequisite to effective coaching.

The Five Steps to Coaching & Mentoring Success

One of your basic Challenging responsibilities as a coach is to identify the skills and knowledge the employee needs and then arrange for the appropriate training.

3. Behavior Observation. How does the employee react to a crisis? How do they handle themselves when they are placed in leadership situations? How do they react to peer pressure? As a coach observing the employee's behavior and noting specifics that need attention and discussion is a primary responsibility. It is important that you collect and record both positive and negative performance along the way to add credibility to your feedback.

4. Feedback Meeting with the employee regularly to discuss performance and other issues is absolutely critical to their development. The key is not in telling the employee what to do but it is helping the employee find the answers on their own. This can be done by asking very specific thought provoking questions. Make sure you give the employee kudos for all the positive behavior you have observed.

5. Positive Reinforcement. Believe it or not, employees want to be held accountable. If we re going to hold employees accountable, they have to know how they are performing. Specifically we should emphasize the positive aspects of their performance. Focusing on the good things an employee accomplishes will motivate them to continue to do good work, and in turn will ensure repeat performance. This is often called an adaptive feedback loop.
It's About Leadership

Make no mistake, coaching and mentoring is about leadership. It is difficult to be a coach or a mentor without leadership skills. Coaching and mentoring is all about the development of others. It requires effective development activities and projects related to current and future performance expectations. It requires the unique ability to recognize potential skill and ability in others that is worthy of development. A good coach or mentor possesses an innate ability to motivate and inspire others to achieve stretch goals. They have the ability, the knowledge and the sensitivity to generate an adaptive style according to the individual and circumstances at hand earning respect and trust.
Some of the key characteristics of coaches and mentors include the following;

Development of Others:

o The ability to help employees determine the skills and abilities necessary for growth

o Recognizes potential for leadership

o Creates appropriate development plans

o Skilled at constructive feedback

o Avoids the role of enabler and holds people accountable

o Rewards and recognizes success

Delegation:

o Believes in the ability of employees and empowers them

o Provides opportunities for employees to develop

o Allows employees to take credit for success

o Provides guideline but does not get in their way

Communication:

o Exceptional listening skills

o Maintains eye contact

o Takes notes

o Assures understanding by asking for clarifications

o Restates communication often to strengthen understanding of issue

o Uses servant style body language that is open and non threatening
o Speaks clearly and concisely

o Asks questions

o Maintains a positive attitude at all times

Sensitivity:

o Demonstrates high self esteem and regard for others

o Encouraging attitude and concern for individual feelings

o Acknowledges accomplishments

o Always talks positive about others

o Aware of his own limitations

o Motivating influence

Decision Making and Follow Through:

o Commits to a course of action

o Makes decisions openly

o Accepts responsibility

o Establishes priorities

o Sets completion dates with expected deliverables

o Anticipates needs and takes action

o Takes calculated risk but considers all aspects of the issue

o Develops alternative solutions

o Keeps appropriate people in the loop

Most of us are not born leaders. We are not adept at communication. However, a good percentage of us long to become leaders of men and make deep connections in our careers that lead to commitment, a commitment to success. For family owned organizations, leadership is passed on from generation to generation. To achieve objectives, each generation must understand the following basic principles of leadership.

o Honesty

o Integrity

o Respect

o Trustworthiness

o Sincere concern for others

o Willingness to take calculated risk

Once these principles are learned and practiced, leverage of these leadership skills to develop the management team is the next step. Lead Wolf family executives that have gone through the evolution of change understand this and they are clear as to what their responsibilities are.

"The true test of a successful leader is that he leaves behind the conviction, the will and the understanding to carry on."

The Five Steps to Coaching & Mentoring Success
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Dr. Rick Johnson (rick@ceostrategist.com) is the founder of CEO Strategist LLC. an experienced based firm specializing in leadership for wholesale distribution. CEO Strategist LLC. works in an advisory capacity with company executives in board representation, executive coaching, team coaching and education and training to make the changes necessary to create or maintain competitive advantage. You can contact them by calling 352-750-0868, or visit http://www.ceostrategist.com for more information.

Rick received an MBA from Keller Graduate School in Chicago, Illinois and a Bachelor's degree in Operations Management from Capital University, Columbus Ohio. Rick recently completed his dissertation on Strategic Leadership and received his Ph.D. He’s also a published book author with four titles to his credit: “The Toolkit for Improved Business Performance in Distribution,” the NWFA & NAFCD “Roadmap”, Lone Wolf-Lead Wolf—The Evolution of Sales” and a fiction novel “Shattered Innocence.” Rick’s next book due in November is titled; Lone Wolf – LEad Wolf The Evolution of Leadership

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Entrepreneurs, Achieve More! 12 examples of Coaching and Consulting that lead to Success

Consulting

Consulting taps into the expertise of the consultant's experience. The client gains valuable insight that would normally take years and thousands sometimes millions of dollars if they were to go down the same path. Consultants usually charge a nominal fee compared to the information assets they have gained throughout the years. They have thoroughly studied the subject which entails thousands of dollars and hundreds of hours in information. They have met with industry leaders as well as "on the street" professionals so they have a good beat on what's currently going on. They have a history even if just short history of the last cycle in the industry. Consultants may concentrate on techniques and raw resources they freely give as part of the sessions. Some consulting may only consist of one or two meetings, but if you're taking notes they could make your next project a success.

Consultants do not give legal advice but may save you from needing it. Or they may suggest you seek it. Whereas your attorney should be cautious as to not give business advice (which happens all too often especially in real estate), your consultant has very little "power over your affairs" so conflicts are easily avoided. Seldom does a consultant run into a "conflict of interest" problem with their client but some align their resources to solve a problem. Consultants are used because it is not always black or white and they can help navigate through the grey and help you use an attorney to achieve your goals. Consultants are often the people who create turnkey packages together at a really good price. They tend to see the same mistakes and figure to come up with a product that helps thousands instead of one-on-one maybe a hundred or so.

Entrepreneurs, Achieve More! 12 examples of Coaching and Consulting that lead to Success

My personal experience indicates my consulting is roughly 75% information, techniques, and resources. The other 25% is encouragement, reinforcement and follow-up.

Examples of Consulting Clients:

Example#1

A seasoned Los Angeles investor sought my help with a difficult situation with an apartment building in Hollywood, Ca. The old owner is meddling with his tenants. Client question: How do I resolve this issue?

Example#2

A large property management company needs to make more money off their tenants. More money for their managers and do this with little effort on their part without increasing their legal exposure. Client question: Is their a system, product or service that we can implement that can achieve our goals?

Example#3

A Los Angeles family has acquired several rental properties over the years. One in particular has been neglected and they want to know the best way they can get rid of it. Client Question: How do we sell the property smoothly?

Example#4

A Long Beach real estate investor loves her area. She has run a moderately successful advertising campaign but has hit a wall. After reviewing her customers she knows there is money to be made but now has limited funds to turn a profit. Client Question: Which direction should I go?

Example#5

An attorney has given up on a realtor who just can't seem to get the job done on several rental properties in San Bernardino. These require management, light rehab and ultimately somehow turning a profit. Client Question: Can several properties in the desert be packaged to make money with little involvement and management?

Example#6

A Chicago investor has put a property under contract. He needs money and an exit strategy. There are some problems put he's too busy to figure them out. He and his wife work full time, they own 2 other rental properties but time is ticking. Client question: Is this a good deal and what is the right exit strategy?

Example#7

The City of Los Angeles has a landmark building that they leased to the fiber optic industry. With the neighborhood changing the property could be used as a market or such. Client Question: Are their private investors with the ability to convert this landmark building into a useful private project for the community to add value?

All were given creative techniques, resources and even my own hands-on to solve their problems and produce Win-Win-Win.

Coaching

Coaching is a co-creative experience with the client and coach. They both adventure step-by-step uncovering new information and solutions. The coach creates a comfortable non-judgmental mirror to help the client see another perspective on their own situation. Some of the greatest personal achievers have and use coaches throughout their careers. The coach definitely encourages, and challenges the client to push through barriers but is careful not to define or evaluate for the client. This wonderful journey is for the client to experience.

The coach is not used to find solutions but rather bring to light the solutions already in plain view or hiding behind some fear or other barrier. The coach easily sees it and helps the client to get there on their own. Great athletes explain their experience with their coach very well. They attribute the coach, in helping them see the solution which allows them to raise the stakes on their own challenges after conquering such problems they achieve greatness in their fields. Coach are often writing inspirational books and holding seminars to help others achieve more.

My personal experience indicates my coaching is roughly the opposite of consulting, 75% encouragement, giving other point of view, reinforcement, acknowledgement, and follow-up. The other 25% is information, techniques, and resources carefully given so the client can find the real solutions.

Examples of Coaching clients:

Example#1:

A filmmaker wants to get his film more publicity and exposure. He some local stars and film is in the box. He hired an entertainment attorney, for 00 who was supposed to shop it around and sell it.

Example#2:

A musician has just landed with a great band. They are touring the country and he wants to use this as an opportunity to launch his own career.

Example#3:

A retired professional athlete in organizing his media ventures. After his professional days were over he was invited on sports talk shows and various other media outlets. However, over time that fizzled and he found himself flat.

Example#4:

A former restaurant owner wants to concentrate on real estate. He believes he can do this but is afraid of the change of industry and the learning curve.

Example#5:

A successful San Fernando Valley realtor has spent years of pounding the pavement. She has fierce competition and needs to get a firm piece of the pie.

All my coaching clients are treated with a specialized respect to their needs as they move to the top of their fields. All of them have a measurable amount of success and know they want to achieve more.

Coaching and Consulting clients. Different needs but same results: moving step-by-step to the top.

Entrepreneurs, Achieve More! 12 examples of Coaching and Consulting that lead to Success
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J.Kenneth Ezra's website http://www.Eyesawit.com is a sighting center that received 2million hits within it's first 90 days of launching.

J. Kenneth Ezra
International Coaching Federation
Member#1020768

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6 Management Strategies For Organizational Change Success

Human beings tend to resist anything they view as stressful, and let's face it, organizational changes are about as stressful as it can get!

For most of us, familiarity with our surroundings, our relationships and our working environment allows us to reside safely inside our comfort zone. And comfort equals security.

Coaching

But when our comfort zone is detonated by changes in management or organizational systems, we implode, seeking the shelter of our innate desire to resist, at all costs.

6 Management Strategies For Organizational Change Success

Changes that occur outside of our control force us to adapt to new rules, new systems and new policies which can, at the outset, make us feel uncomfortable and insecure.

However, a responsible and responsive management team can intercede before staff resistance spreads like the plague and threatens the smooth transition of organizational changes.

Effective team leaders acknowledge and understand that it is a basic human instinct to react to change with resistance, even though staff may fully comprehend the reasons why changes in the organization are vital to its existence and growth.

6 Management Strategies to Avert Resistance

1. A clear outline - Discomfort and insecurity arises when staff are not made aware of the policies, principles, guidelines and structure of intended changes. Every employee needs to know how his/her position will be affected and what his/her role requires.
2. Commitment -Implementation of organizational changes will not occur smoothly if everyone - from the CEO to the office clerk - is not committed to the project and its successful outcome.
3. Advocacy - Each member of an organization who may be affected by the impending changes must be given the opportunity to express his/her opinion.
4. Responsibility - It is the role of the team leader to ensure that each employee who is responsible for a component of the change strategy is held accountable for his/her actions in implementing the changes required.
5. Acknowledgement - Evaluation and acknowledgement of the success of the change strategy at regular intervals ensures its smooth implementation.
6. Flexibility - Management needs to adopt a flexible approach to each stage of development of a change strategy so that unforeseen contingencies can be implemented, if and where necessary.

It only takes one irresolute employee to destabilize an entire workforce, so periods of internal change within an organization require management to stay vigilant for any signs of rumblings or disapproval.

Long-standing employees can feel betrayed and rejected when changes are announced by management. They often experience a sense of loss, confusion, frustration and job insecurity. The plan for job advancement they have often calculated appears to be shot to pieces.

So they react with denial and resistance to the imminent changes.

Management's ability to recognize these patterns of behavior and work to overcome any resistance establishes how well they will accomplish organizational changes. Their willingness to invest in the support and training necessary is an integral factor in achieving a positive outcome.

Employees aren't the only ones who have to adapt to changes within the organization.

Top level managers generally bear the brunt of discontented staff from the ground up. Senior managers who have been instrumental in bringing about the changes within the organization often underestimate the impact those changes will have on their employees.

Unrealistic expectations of how their staff will react (or over-react!) often causes top level managers to retreat and isolate themselves from the problem when the impact of their proposed changes filter back to them.

However, they tend to lay the blame at the feet of middle management if employees resist or complain about the changes.

Middle management tend to carry the most stress during times of organizational change. They feel "trapped", unless they have exceptional leadership skills; besieged by resistant employees who look to them for guidance yet often denied direction and focus by top level management.

Those in middle management often find themselves acting as the arbiter during times of organizational upheaval.

However, organizational changes within a business often prove to be a suitable testing ground for leadership qualities; from the employees all the way through to top level management.

Those who possess the qualities that define a good leader often emerge during the stressful environment that usually accompanies change. This creates an ideal opportunity for potential leaders to display those qualities and be recognized accordingly.

6 Management Strategies For Organizational Change Success

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