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Coaching
After
many years of facilitating workshops for managers in both
South Africa and abroad, I have, as we approach
the end of the first ten years of the 21st Century, come to realise, that we
need to shift the focus of our work from the training of ad hoc groups to the
coaching of the right individuals. The “critical few” employees on your payroll
who, have the latent potential to make a major contribution to your bottom line
results.
A powerful & effective performance enhancer
The
one-to-one coaching interventions I have facilitated recently have addressed a
wide range of situations and covered a fairly wide field, from coaching a chief
executive who had to negotiate a management buyout agreement with the
shareholders of the company which he had worked for, for twenty-seven years; to
a first line supervisor, at the sharp end of the business, whose uncaring,
abrasive style was eroding staff morale and adversely affecting the productivity
of his department.
The power of one to one
There
can be no doubt about it! The
learning experience in a series of one to one practical coaching sessions can be
far more powerful than the experience of learning in a classroom with fifteen
other learners, each with his or her, own agenda.
When
the needs of the learner call for personal attention and a sharp focus on
specific outcomes, like mastering the art of delegation, or the essence of
closing a sale, there is no better way to get her or him up to standard than, to
place her/him under the care of a really good coach.
My
approach to coaching
The
focus of my work is the upliftment of the coachee’s contribution to the
company’s bottom-line results, essentially in terms of the value his or her
efforts add, on an ongoing basis.
The
basis of my agreement with a new client is a commitment to raise the level of
the coachee’s performance, in measurable terms, from an agreed present level to
a new improved level within a predetermined time frame.
The
range of the performance areas included in this process would be:
o
Productivity
o
Profitability
o
Utilization of physical and
financial resources
o
Performance and attitude of his or
her staff
o
Level of morale in the workforce
o
Consistency of achievement of
targets agreed
o
Degree to which innovation is apparent
Each
of these areas is assessed at the outset of every new assignment and levels of
improvement to be achieved at the end of the process are agreed up front.
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