Posted in Leadership

Coaching-Supervision-Managing

supervision

There is lots of information out there on being a coach instead of a boss. However, there are times when you need to be the boss. When to be a coach and when to be a boss is thoughtfully covered in a November 15, 2016 article by Brenda Smyth, 4 Key Ingredients to Managing like a Coach. P please enjoy these quick notes from the article on supervision.

Good coaches are

  • Humble
  • Compassionate
  • Passionate about their subject
  • Clear when to communicate without talking too much
  • Successful;  employees trust the coach and know the coach has a plan
  • Enthusiastic; makes employees want to be part of ‘doing great things’
  • Empowering employees by building their confidence AND competence; they don’t check and monitor, but the concentrate on employees reaching a higher level of performance
  • Knowledgeable when to turn into good bosses

Good bosses use the directive style (telling people what to do) when dealing with

  • New or experienced employees
  • Tight deadlines
  • Crisis
  • Dealing with problem employees
  • Running a meeting

Good bosses want to be careful of over-managing because

  • Employees don’t learn to think for themselves
  • Employees become disengaged because they believe they are not being heard

Good bosses/coaches

  • Provide direction by clearly defining the goals
  • Improve performance by creating a learning environment where employees are supported to continuously improve
  • Open up possibilities to develop employees to solve problems and make decisions
  • Help remove obstacles by staying close to projects by asking questions and confronting people who become obstacles to their employees

 

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Author:

Dr. Sheila Embry is a govie, author, pracademician, sister, aunt, cousin, and friend who loves to read, write, think, and laugh. Many of her blog postings are summaries or excerpts of books that she read and wants to share to encourage others. An author with more than 25 years experience within the legislative and executive branches of the U. S. federal government holding 3 accredited degrees: Doctor of Management in Organizational Leadership, Master of Arts in Human Resources Development, and Baccalaureate of Business Administration, she believes in continuing learning both on and off the job. She has been recognized with multiple professional and writing awards for her peer-reviewed, publications. Click the bibliography page above for a listing of all the publications.

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