The Truth about Coaching and Managing

The Truth about Managing and Coaching

I would like to ask you a straightforward question – What is the distinction between a manager and a trainer?

In the United States as well as different parts of the world, the person running the team, be it football, baseball or basketball, is usually referred to as the ‘Coach’ Yet, I have seen now, in the UK, the football Manager is much more likely to be called – The Coach.

So, what is the difference? And how does it relate to your occupation as a manager?

Once I ask participants on a seminar – The manager often come up with answers such as – planning – cost control – resource allocation – analysing data – interviewing – solving problems – dealing with other and customers ‘technical’ responsibilities.

When I then inquire – “What would be the duties of a coach?” I hear answers like – leading -motivating – listening – encouraging – identifying training needs – communicating expectations – believing in their folks – inspiring – getting and winning results.

There are crossover obligations between a trainer and a manager; but I would like to ask you a question – which part is going to function as the most important in reaching your aims, outcomes and goals, can it be a manager or a coach?

“My organisation and my boss want me to do all the ‘direction’ things and that’s how I spend the majority of my day.” But always remember, at the end of the day, you will finally be judged on your staff’s success, rather than your ability to complete a report punctually.

If you need a happy and motivated team who – don’t take time – don’t keep looking for jobs that are other – do not give you too many problems and who create results for your company. You should spend more time ‘Training’ and less time ‘Handling’

Here are 3 steps to being a successful coach

1. Spend quality time with each team member – they have to get to understand you and You must get to understand Innovation Strategy each member of your team better. Should you listen and show that you’re listening, you will gain a better understanding of each and every individual and the way they’re managing the job. It reveal that you’re there to help with both business problems and private and will also send the message that you just care about the team member. It’s possible for you to convey expectations, motivate and inspire the team member to do better.

2. Give feedback and trainer them – You should regularly tell each of your team members when they are doing nicely and when not so well. When you hear or see them doing something you DON’T like – tell the team member about it. After that you can coach them on the job or identify training needs and agree a way forward. Most workers would like to know how they’re performing in their own job; they would like to know how they could do it or when they are doing it right.

3. Consider in each individual person – You must constantly exhibit to each team member that you trust and believe in them, by that which you say, your body language and your tone of voice.

They’re going to really quickly sense if you don’t trust them to perform their job and they will act accordingly.

Then that is exactly what your people do if you think that they are not to be trusted to do their occupation; that they will turn up late and go home early.

So there you’ve got it; successful managers know that to receive the best out of the individuals they should spend less tine ‘Handling ‘ and more time ‘Training’.