Coaching and Mentoring For Dummies by Marty Brounstein

Author:Marty Brounstein [Brounstein, Marty]
Language: eng
Format: mobi
Publisher: Wiley
Published: 2011-03-16T04:00:00+00:00

Calling on the outside coach

Mary was a senior-level manager. She herself had worked with a management coach off and on over a period of time and had found this person very helpful as a source to work through her own management challenges and issues.

When some of those challenges involved developing three junior-level supervisors, especially when they ran into some bumps along the way in their performance, Mary hired the coach to work with these junior managers. All three were talented performers but were inexperienced as managers.

With one supervisor, the coach worked with her on communication skills so she expressed herself more effectively with her staff and her clients.

With another supervisor, the coach worked on how to coach his staff and how to set a positive tone in his group, showing leadership by example in his behavior.

With the third supervisor, the coach was called on to help her work on addressing some performance challenges in her group and gain improvement with them.

In all three cases, Mary outlined what she wanted the coach to focus on with each person. The coach usually had four to five visits with each person, usually about two hours per session over the course of two to three months. In each case, Mary saw the supervisors grow in both ability and confidence. “The good doctor,” as she refereed to the management coach, was a great supplemental resource to Mary’s efforts to mentor her staff.

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