Team leaders know that the age of the dictator as leader is Kamagra dead and buried. Collaboration is the new leadership skill that’s most desired. Coaching skills bridge Viagra Jelly management and leadership by taking into account the team member’s strengths and areas for improvement.

Key One: Get clear on your team member’s strengths and build them into the coaching conversation – “I appreciate your skills in building the templates, Jack. I think those skills will really help when it comes to creating this new project.”

Key Two: Conduct regular ‘check in’s’ with your team members to let them know how you think they’re progressing. For example, a brief weekly opportunity to touch base to get clear on how they’re tracking, where they’re experiencing challenges and how you expect them to perform will give the team member a sense of certainty about how they’re doing.

Key Three: Coach through asking questions and listening intently to where the team member may be perceiving a challenge. For example: ‘It sounds like you’re unclear on how to proceed. Is that accurate?’ and then listen to the answer. If the team member is clear on what to do next, move on. If your insight was accurate, coach them on the next steps, diarise the steps and check in to see if they’re now clear.

Coaching questions and skills that work – short list of favourites:

1. How do you see this progressing?
2. What’s going to get in the way?
3. How do you see this being prioritised?
4. What’s the resources we have to make this happen

?
5. What resources do we need to make this happen?
6. What else needs to be considered to make this a success?
7. What do you need from me to enable you to move forward?

Gen Y team members are pretty keen to be coached, rather than told. Even old stagers like me prefer to be included in the process, so coaching questions are ideal for all types of team members.

Be aware:

Sometimes coaching is not appropriate and the team member needs to be told. For example, if you’ve coached, asked the questions, got agreement and expect action, and nothing happens, then you may need to shift gears a little.

‘We have discussed this, Jack. What’s prevented the action we agreed?’ is a direct question that leaves no doubt about your intent and expectations.

Author Bio: Sharon Pearson is founder and CEO of The Coaching Institute and Your Coaching Success, author, speaker cialis how it works and trainer. You can visit her at http://www.thecoachinginstitute.com.au or http://www.YourCoachingSuccess.com.au

Category: Business/Leadership
Keywords: coaching, leadership, team