Total Success

A different type of training

 

For more information:

 email us: tsuccess@dircon.co.uk

call us on (+44) 020 8269 1177 or fax us on (+44) 020 8305 0555

 

NEWSLETTER: Coaching for Managers

Situational Leadership

What is a coach? In order for managers to work effectively as coaches they must be able to identify clearly what is meant by the term and where it fits in relation to management and other development activities. Probably the most common role model most people have of a coach probably comes from the world of sport. The typical image of a “Sports Coach" can bring to mind descriptions such as; loud, hectoring, cruel and rude.  This fictional image of the track-suited figure, wearing a baseball hat, chewing gum and smoking a large cigar is the opposite to the more effective image of coaching we will be exploring in this course. If you were to list some of the positive definitions you would use to define what coaching is about, you would hopefully come up with some of the following answers; communicate, educate, improve, inspire, prepare, support and motivate.  This range of ideas, rather than the tyrannical approaches described earlier, holds the key to being an effective coach at work.

The modern manager knows that coaching is a key element of team development. No longer is management about telling people what to do; effective leaders understand how coaching and development is vital to business success.

 

Our ‘Coaching for Managers’ one-day course will show delegates tried and tested methods about 1-2-1 training; executive coaching and how to develop people in order to improve productivity and motivation. We explain through discussion, role-play and case study how to coach staff to achieve the impossible in terms of team development and business performance.

 

It will also show them how to plan, prepare and implement a coaching programme for induction courses and how to evaluate its success. It also looks at the relationship between coaching, mentoring and training.

 

Becoming an effective coach is not just a set skills, but a belief that staff development is an integral part of building confidence, trust and motivation in the workplace.

Management Skills, The New Manager , Appraisal skills and Time Management are some of the courses trained by Total Success Training in London and throughout the UK. We have over 18 years experience training people on strategies to improve productivity and enhance self development.

The modern manager needs to know how to develop people. This course shows how to plan, prepare and implement coaching and how to evaluate its success. It also looks at the relationship between coaching, mentoring and training.

Management Skills, The New Manager , Appraisal skills and Time Management are some of the courses trained by Total Success Training in London and throughout the UK. We have over 18 years experience training people on strategies to improve productivity and enhance self development.

CLICK ON COURSES FOR FULL OPEN COURSE AGENDAS

Appraisal skills (one day) - updated to include new legislation

Assertiveness Skills (one day)

Assertiveness and managing conflict (one day)

Coaching for managers (one day)

Customer Service and Customer Care (one day)

Correcting poor performance and disciplinary procedures (one day) - updated to cover current legislation

Dealing with difficult people (one day)

Interviewing skills (one day) - updated to cover current legislation

Introduction to selling (one day)

Leadership and team building (one day)

Letter and report writing (one day) - updates include writing e-mails

Negotiation skills (one day)

Presentation skills (two days)

PowerPoint Presentation skills (one day)

Advanced Presentation skills (one day)

Project planning for non-project managers (one day)

Stress Management (one day)

Telesales and Telemarketing (one day)

Telephone skills and customer care (one day)

Time Management (one day) 

Time management working with Microsoft Outlook (one day)

Time management working with Microsoft Outlook 2007 (one day) 

Management Training / New Manager (two days)

Training the trainer (one day)

We provide many free articles packed with valuable information about the topics we train. Our newsletter page contains many more. Here are some of our more recent articles

Presentation tips

Overcoming presentation fear

How to structure a presentation

Interviewing Skills

Good work through praise

Time management tips

Time management skills

Managing your e-mail

Time management and working from home

Assertiveness Self Assertion Analysis

Self Assertion Analysis

Becoming More Assertive

Dealing with difficult people

Customer Service on the telephone

Telephone skills and Customer Care

Managing your stress

Organisational stress management

Practical appraisal skills

Planning an appraisal and setting objectives

Giving feedback in an appraisal

The power of attitude in selling

Opening the call effectively

PowerPoint presentation tips and techniques

Using visual aids in PowerPoint presentations

How to use transitions in PowerPoint presentations

Situational Leadership

Manager’s natural characteristics (or styles) are as diverse as the people they manage. How you deal with one of your team and how you speak to them in a specific situation may be different to the way that you would deal with another in the same situation. How they respond to you can be a direct reaction to how you have spoken or dealt with the issue. The old adage ‘it’s not what you say, it’s how you say it’ rings true in many instances, especially in a boss-subordinate relationship.

By analysing your predominate management style and how it motivates or de-motivates your staff may allow you to examine the interactions you have with staff members and develop more effective strategies for leadership.

Task Behaviour versus Relationship behaviour

Task behaviour is when your actions are centred on the task - the job that needs to be done. Relationship behaviour is when your actions are more centred towards relationships with your people.

Someone who concentrates on task behaviour to get the job done:

·         Concentrates on numbers.

·         Is very target/results orientated.

·         Is activity centred.

·         Believes in hands-on involvement.

The benefits of being task orientated are:

·         Hits target/gets results.

·         Gets a job done quickly.

·         Keeps control.

·         Avoids waste (profitable).

Examples of Relationship Behaviour

·         Someone who concentrates on people.

·         Helping people to achieve their full potential.

·         Counsels staff members at length.

·         Believes in being available at all times.

Benefits of being relationship orientated

·         Staff members like you.

·         Builds confidence in staff.

·         Manager has two way communication with staff.

·         Good teamwork.

·         Helps development of subordinates.

There are problems associated with being too task orientated:

·         Communication is one way - downwards from the manager.

·         There is little or no feedback from staff.

·         Numbers rule.

·         People don't get developed and may lose interest in the job.

·         Results are short lived.

·         Turnover of staff may be unacceptably high.

·         No manager = No results.

There are also problems of being too relationship orientated:

·         Managers may be too involved with people’s problems.

·         Not result-orientated and have a greater potential to miss targets.

·         Staff members see you as one of them not as a manager.

·         Difficult to reprimand staff as relationship issues override task issues.

·         Quality orientated rather than volume orientated.

·         Manager is more inclined to procrastinate and is prone to complacency.

So having looked at the benefits and problems of task and relationships, we need to understand our behaviour as managers. One of the key issues of effective management is the ability to be flexible. Your behaviour needs to move between task and relationship depending on the situation and person involved; hence the term “Situational Leadership”.

Traditionalists have long held one of two views which are often packaged differently but amount to much of the same thing. On the one side we have “Theory X managers” who demonstrate predominantly directive behaviours and “Theory Y managers” who are essentially supportive.

The type of people who would fall into each profile:

THEORY X                                           THEORY Y

Autocratic                                             Democratic

Hard                                                     Soft

Believes in ‘Risen Apes’                         Believes in ‘Fallen Angels’

Dictatorial                                             Participative

Task Oriented                                       Relationship Orientated

Situational leadership breaks with all traditionalist theories on leadership and motivation in which extremes are hailed as the only solutions. As its title implies it attempts to teach managers not only to adapt their style to suit each of their people but also how to adapt their style effectively to each situation. The first step to becoming a ‘Situational Leader’ is to open your mind to a flexible approach, where no one style is best.

Back to TOP

OUR PREVIOUS CLIENTS INCLUDE:

Thames Valley Police

National Air Traffic Control

Tesco

Luton Borough Council

Legal Services Commission

Remploy

Physiological Society

British Retail Consortium

University of East London

Amnesty International

Hyde Housing

Carbon Trust

Glaxo Smith Kline

Game Conservancy Trust

Serco

Docklands Light Railway

Suffolk County Council

Thale Translink

Tennyson Group

Goldman Sachs

Merseyside Police

Mencap

Renaissance Hotels

Berners Hotel

South East Essex College

Johnson and Johnson

Ernst and Young

Toshiba

London Borough of Greenwich

Direct Line Insurance

Rank Leisure

Epilepsy Society

Lloyds of London

Bank of America

Level 3 Communications

Abbey Life

Thistle Hotels

Tetrapak

Informa Group

Marcus Evans

Legal and General

Nationwide Building Society

Eurostar

HJ Heinnz

Halifax

Barclays Global Investors

BAE Systems

Holmes Place Health Clubs

Action Energy and the Carbon Trust

British Airways

STA Travel

Ernst and Young

London Borough of Greenwich

The Royal Society

Cancer Research

The Film Council

Pfizer

Diageo

London Chamber of Commerce

Metro Newspaper

Universal Pictures

Nestle

London Borough of Lambeth

British Gas

Age Concern

ICI

St John's Ambulance