Coaching

You are welcome to download some of our papers on coaching and mentoring.

David Hartl sitting

Quick Summary of Coaching Services:

Executive and leadership coaching services are important for client organizations because of the crucial influence leaders have on the performance of everyone else in the system. While excellent leadership can ignite others into extraordinary performance, poor leadership accounts for more marginal, or even poor performance by people than any other cause. Helping leaders to modify their ineffective leadership practices and develop better leading techniques is the primary focus of our coaching services.

We also believe that the coaching process itself, and the techniques employed, can help clients learn effective leadership approaches they can use themselves to become better coaches.

When we have been retained to provide executive and leadership coaching, some of the most frequent problem situations we confront, and the outcomes we work with clients to achieve are briefly described below. Click on any of the following coaching areas for a more detailed description of each particular area. There are descriptions of coaching for:

Coaching for Modern and Effective Leadership Methods

Unfortunately, many organizational leaders, especially those in long-established organizations, have learned too well the traditional command-and-control style of management and use coercion and fear as a major motivating force. While this leadership style may have been respected fifty years ago, it has long since come into disrepute as ineffective. It may have been ineffective with people even fifty years ago, but it's all most leaders knew to do. In the past thirty years, techniques for effective leadership have evolved profoundly in order to cope better with all kinds of important changes in organizational life, from technology to employee values. These new leadership methods are no longer just theoretical or experimental; they are well-tested and proven effective. They are easy to learn, and rewarding to practice.

Coaching for Effective Employee Performance Evaluation

Employees not only prefer to know how they are doing in their jobs, they have a right to know. It is one of leadership's major responsibilities to let people know how they are doing and how they can improve and grow in their work. Most often, the reasons leaders postpone doing performance evaluation is because they feel like they are "playing God," believe they are judging the people they are evaluating and might hurt their feelings, and don't believe that preparing for and conducting performance evaluations is important enough to demand a high priority on time and energy. They also make the mistake of thinking employee performance evaluation by leaders is something that is to be done just once or twice a year. These ideas are widespread, but nonetheless, they are false and ineffective as leadership practices. We have researched and described modern concepts and proven techniques for employee performance feedback and appraisal that can change a leader's whole attitude about helping employees to know how they're doing and how they can improve. When done right, providing performance feedback and appraisal can even be enjoyable experiences for both the employee and the leader.

Coaching Steps in Handling Employee Performance Problems

Some of a leader's most frustrating problems have to do with barely marginal performance by an otherwise competent employee, dealing with an employee that has a bad attitude and is toxic to self and others, and an employee that displays "passive-aggressive" behavior including that which is sometimes called "malicious compliance" with a leader's directions. These employees can take up inordinate amounts of a leader's time, and if mishandled, can get a leader into deep trouble. We have developed and helped leaders use a systematic approach to handling employees who present performance, attitude, and behavior problems. Dealing with such situations is hardly ever enjoyable, but using this approach can be deliberate, knowledgeable, and effective so that, at least, it takes care of business.

Coaching to Appreciate Others' Contributions While Avoiding the Punishment of Rewards

One of the motivating behaviors least utilized by leaders is simply to express appreciation to people for their efforts and results. Instead, many leaders stay in their offices and go to their meetings unmindful of the people that are looking to them for leadership. Our coaching process for this problem helps leaders begin by reframing beliefs about the motivating responsibilities of leaders, followed by helping leaders develop a pattern of systematic contacts with employees to create opportunities in which they can find ways to express their appreciation. The coaching process also reviews planned and traditional recognition events in which institutionalized procedures are used to reward employees. The coaching review assures that they are being received as valued appreciation and not "hollow" rewards or even punishment.

Coaching to Develop Mentoring Skills to Develop Future Leaders

New hires, new leaders, new experts, even new vendors, can be helped to focus their resources for an organization's optimum benefit with little extra effort through mentoring. Many organizations develop their organizational leaders through mentoring. Organizational experience, memory, and mission-critical knowledge regularly escapes from an organization's context each time a member retires, moves up, or moves out. Sometimes such events come with surprising suddenness, in which case there is only to press on as best you can. But whenever there is notice, even short notice, there is an opportunity for optimizing succession through a careful process of mentoring. Coaching leaders in how to serve as effective mentors is among the least expensive and disruptive methods of passing on experience and developing new leaders.


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