7
Exercise Analysis ...............................................................................................
- Coach — Motivate him to make decisions,
take responsibility. - Mentor— Guide and instruct on how to find out, where
to go, resources to use. - Mentor and Counselor— Provide insight as well
as correction. - Mentor or Counselor— Instruct him how to do this and
be open — his way may be better. - Counselor — Correct his understanding of priorities.
- Coach — Inspire and motivate.
- Counselor— Correct his performance, then move
to coaching. - Counselor and Coach — Some people complain so
often, managers get tired of it and give the job to someone
else. The moment you do that, you reward negative
behavior. State the expectations and manage the results. - Mentor and Coach — Some people never complain ...
they are always there. Consequently, they get the garbage
jobs. Mentor these people with gratitude, and perhaps let
them vent their feelings to you as a coach. - Counselor — Correct the situation, explaining what
is happening. - Coach then Mentor — Show him what and why and how
to deal with this.
Depending on how you read into the situations, you might
choose a different approach than this author. The value of the
exercise lies in the value of the StaffCoach™ Model: Base your
flexibility on consistent decisions made by observing the level
of performance.
Whenever you face problems with managing your team
members or whenever you want to achieve more through your
people, look to the StaffCoaching™ Model for guidance to the
role that will best serve your purposes. Should you coach?
Managing Within the StaffCoaching™ Model