扁鹊投石
To purcha personal subscriptions or corporate solutions, visit our website , nd an email to , or call us at our U.S. office (1-877-778-6627) or at our Swiss office (+41-41-367-5151). getAbstract is an Internet-bad knowledge rating rvice and publisher of book abstracts. getAbstract maintains complete editorial responsibility for all parts of this abstract. The copyrights of authors and publishers are acknowledged. All rights rerved. No part of
this abstract may be reproduced or transmitted in any form or by any means, electronic, photocopying or otherwi, without prior written permission of getAbstract Ltd (Switzerland).
Coaching and Mentoring
How to Develop Top Talent and Achieve Stronger Performance
by Harvard Business Esntials
Copyright 2004 Harvard Business School Publishing Corporation
Summarized by permission of Harvard Business School Press
155 pages
Employees need good, well-organized coaching to help them tackle their challenges and produce results. The coaching process typically breaks down into the steps: • “Preparation” – Monitor your employees’ work habits, output and interaction with co-workers. Obrving and understanding individual strengths and weakness is esntial. Determine which people could benefi t from coaching in particular areas. • “Discussion” – Expressing your concerns in an intelligent, informed manner will help you and your employees identify mutually agreeable coaching goals. Keep an open mind and try not to be judgmental. For example, don’t assume an employee is lazy when, in fact, he or she may simply be overwhelmed. Gather as much information as possible from your employees. • “Active coaching” – Schedule one-on-one ssions in which you create a coaching plan. Establish specifi c, realistic goals and a reasonable timeline to accomplish them. Concentrate only on the employee’s behavior, not his or her personality. Consistent, informal feedback is valuable. Verbally recognize the employee’s improvements. • “Follow-up” – Check with your employees to e if they are following their coaching plans. They may have questions or need further guidanc e. Ask if there are any problems and offer your assistance.Upgrade Your Coaching Although many outstanding coaches just em to have a knack for working with people, you can definitely improve your coachin
g skills. Since time is precious, consider delegating certain coaching assignments. For instance, say an employee is exceptionally talented and brimming with potential but is highly disorganized. Consider matching this individual with another team member who excels at organization and is willing to help. This arrangement will benefit everyone.Trust is an esntial component of the coaching relationship, since the employee who is being coached is in a vulnerable position. Employees respect coaches with proven track records and demonstrated experti. Employees also will respond more favorably to genuinely warm, caring coaches. They will pick up the signals of disinterest from anyone who is just going through the motions. Building trust means not violating the unwritten rule of confidentiality. Sensitive information that someone shares in a coaching relationship must remain private.Good coaches are careful not to dominate. Make suggestions and offer guidance, but allow the employee to find his or her own answers. Listen more than you speak. Do not lo your temper, exhibit impatience or intimidate. Some individuals have a longer learning curve. Any intolerance you display will impede the process, rather than speed it along. Coaching on the Executive Level Executive coaching is big business. Top-notch coaches can make thousands helping nior executives improve their performance. Usually, lack of knowledge is not the issue with high-level individuals. Their difficulties generally center on counterproductive behaviors and habits. They may not be cultivating solid relationships or properly delegating tasks. Peers and subordinates
may find them abrasive and condescending. The two basic executive coaching methods are: • “Diagnosis and development” – Using direct obrvation, personality testing and
360-degree feedback from co-workers and direct reports, the coach diagnos the “If you are a
mentor, remember
that what you do
will make a greater
impression than卤牛腩
what you say.”
“If you’re a new
manager, or new at
coaching, your fi rst
efforts may feel描写黄鹤楼的诗句
uncomfortable
and may not be
entirely effective.”
“Some people白菜水饺
fail to distinguish
between prai旧毛线编织地垫
and positive
feedback, and
between criticism
and negative
feedback.”
耳机品牌排名
“Many of your
coaching situations
will involve
personal behaviors
or performance
problems that
you’d rather
avoid.”
exec utive’s asts and liabilities. Then the c oac h shares the fi ndings with the executive, creates and implements a development plan, and gathers more feedback to measure improvement. • “Presc
riptive” – Rather than analyze and offer remedies, the coach “shadows” the exec utive, and suggests the most prac tic al behaviors and ac tions in respon to specifi c situations and interactions.Regardless of the method a coach us, the executive being coached must have a good attitude to ensure a positive result. It’s not an insult to be lected for coaching. To the contrary, it proves that the firm cares enough to invest time and money in a coaching initiative. Executives should commit to working hard, making changes and enlisting help from other people when needed.Organizations should hire only proven, experienced executive coaches. The industry has scant regulation, so just about anyone – athletes, consultants or HR specialists, to name a few – can go into business as an executive coach. Interview veral candidates. Get a n of their communication skills. Do you think they would be empathetic and honest? Have they worked with high-level executives? Are they easily intimidated? Ask for references and ek recommendations.Guiding Light: Mentoring Many successful people, regardless of their industry, field or specialty, have benefited from being in a mentoring relationship. Mentoring offers a broader scope than coaching, which focus on specific skills or behaviors. Mentors are advirs who offer career advice and, if asked, share their life experiences, obrvations and philosophy. Mentors act as sounding boards. They are there when their protégés need them.Many organizations fail to identify and u mentors. This is wasting a resource. Mentors can be invaluable in helping rising ma
nagers and executives adjust to their increasingly important roles. They provide the company with a better-trained pool of future executives. Career-minded individuals who are ambitious and receptive to learning are the best candidates for mentoring. Individuals typically identify the managers or executives from whom they want to learn. Of cour, not everyone has the desire or interpersonal skills to be a mentor. The relationship must be mutually agreeable and the chemistry has to be right. Protégés usually do not lect their boss as their mentors, although in some cas that can be a successful match.Good mentors try to follow the guidelines: • Set a good example – “Do as I say, not as I do” doesn’t work in parenting or mentoring. Protégés mimic the mentor’s behavior, so mentors must walk the straight and narrow. • Offer practical advice – Instead of simply predic ting a promising future for a protégé in a particular division, a mentor might suggest that he or she should contact one or two infl uential individuals within that division. • Don’t fix problems – Mentors aren’t lifeguards who are expected to rescue their protégés. Mentors should offer input, but allow the person being mentored to fi nd his or her own solutions. Mentors try to create independent thinkers. • Don’t get personal – Mentors should be fi rm yet gentle in getting drifting protégés
to refocus. The wi mentor will avoid making such statements as, “I’ve noticed that you have this rious problem.”
“Whether the
problem is
dysfunctional
behavior or
inexperience in a
new role, executive
coaching is often a
realistic solution.”
“In the workplace,
why people do
things is usually
less important
than what they
do. So don’t try
to play amateur
psychologist.”
“Executive coaches
of CEOs must take
care not to create
月光鱼图片the impression that
校园安防they have undue
infl uence over
their client.”
“A willingness to
adopt a different
operating style as
one’s duties and
organizational
status change is
a bedrock of
career success.”
