Coaching, Mentoring and Managing breakthrough strategies 2 PHẦN 1 pdf
Coaching, Mentoring and Managing breakthrough strategies 1 PHẦN 1 docx
... Winning xii 1 Getting Results Is All About You 1 Understand Your Role as Coach 1 Cultivate the 10 Values of a Successful StaffCoach™ 2Case Study 18 Case Study Analysis 19 Case Analysis 21 What You ... levels, attitudes and motivation. Business, industry, Coaching, Mentoring and Managing A Coach GuidebookBy Micki HollidayThe Career Press, Inc.Franklin Lakes, NJ Copyright â 20 01 by Micki HollidayAll ... in the U.S.A. by Book-mart PressTo order this title, please call toll-free 1- 800-CAREER -1 (NJ and Canada: 2 01- 848-0 310 ) to order using VISA or MasterCard, or for further information on books...
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Coaching, Mentoring and Managing breakthrough strategies 1 PHẦN 2 ppsx
... thinking and feeling — ask them! Coaching, Mentoring and Managing 1 To understandsomeone from theinside out, you haveto ask questions. 1 The 10 values of a successful StaffCoach™ include: 1. Clarity ... customerswith you for more than 10 years! Coaching, Mentoring and Managing 1 1 Risk Risk taking is how you grow, learn and excel. The only wayyou can advance is by taking risks and that is why it is ... your field, the following 10 valueswill guarantee results. Coaching, Mentoring and Managing 1 10 1. They let team members know you are aware of theirefforts to excel. 2. They provide “performance...
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Coaching, Mentoring and Managing breakthrough strategies 1 PHẦN 3 pptx
... History Coaching, Mentoring and Managing 1 1AGE __ to __INSPIRERSTEACHERSCORRECTORSPOS NEGNAME VALUE VALUEPOS NEGNAME VALUE VALUEPOS NEGNAME VALUE VALUE2AGE __ to __ 3 AGE __ to __ 1 But ... project being a waste of time, and I thinkyou may have had a point. Coaching, Mentoring and Managing 1 Some minds arelike concrete — allmixed up and permanently set! 1 4. How would your team members ... might beinvolved in concept development and product refinement. Evenwhen such specialization isn’t possible … when the job Coaching, Mentoring and Managing 1 Let your peopleexpress theirindividualitywithin...
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Coaching, Mentoring and Managing breakthrough strategies 1 PHẦN 4 doc
... of your approaches, differentoptions and your people’s preferences and strengths. Constantlyreassess, plan and adapt. Coaching, Mentoring and Managing 2 1 ExampleA group of businessmen in Olathe, ... mean?5. List as many ways as you can to better understand theunique talents and abilities of each team member. Coaching, Mentoring and Managing 1 ?TEAMFLY ... feelfree to help the team effectiveness while working on their own. Coaching, Mentoring and Managing 1 CASESTUDY 1 description does not fully reflect an employee’s primary aptitude…...
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Coaching, Mentoring and Managing breakthrough strategies 1 PHẦN 5 ppt
... _________ 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 TEAMFLY ... home.”_____ c. “One option is to call the client and see if we can get an extension for your part.” 50 Coaching, Mentoring and Managing 2Individual Questionnaire 1. One of the ways I have felt most challenged ... the “T”word. Patience and time — two commodities thatmanagers (and professionals in general) find increasinglydifficult to spare. Coaching, Mentoring and Managing 2 2 53 The Five-Step StaffCoaching™...
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Coaching, Mentoring and Managing breakthrough strategies 2 PHẦN 1 pdf
... task activities and the skill level required, and grasps the logic behind the order of activities, etc. Coaching, Mentoring and Managing 4 1 42 The Three Key Phases of Successful Mentoring Do you ... immediately realizes a sense of comfort and understanding with her associate. 14 1The Mentoring Role: Instruction by Example 14 8As discussed earlier in this chapter (page 13 4), people willbegin to demonstrate ... an excellent job aid for you. 14 9The Mentoring Role: Instruction by ExampleIf at first you don’tsucceed, you are inthe majority. 15 0 Coaching, Mentoring and Managing 4Job Phase Progress...
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Coaching, Mentoring and Managing breakthrough strategies 2 PHẦN 2 pot
... or questions and who not Coaching, Mentoring and Managing 4Let GoQuestionUnderstandMove Forward 4Business AdviceFlower and garden center Move “The Berry Bucket” intoOmaha and sell berry ... people think? Coaching, Mentoring and Managing 4? 4In many ways, mentoring is the fulcrum on which the roles of“coach” and “counselor” balance. Without the investment of time,sweat, and commitment ... Thebusinesses represented and the ideas gleaned from each are listed on the following page. Coaching, Mentoring and Managing 4CASESTUDY 4to, and when and where certain activities...
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Coaching, Mentoring and Managing breakthrough strategies 2 PHẦN 3 docx
... — because they don’t demand only a“yes” or “no” response.177The Counselor Role: Confrontation and CorrectionAttitude is notbehavior. 174 Coaching, Mentoring and Managing 5Problem-Solving ... toaddress. Coaching, Mentoring and Managing 5 176Example“Thanks for your time, Ron. I appreciate youunderstanding my concerns.”“Thanks for coming, Phil. I realize how hard this is and what ... a.m. to 6 p.m., Monday through Thursday Coaching, Mentoring and Managing 5Change happensover time. 5Mike:Well … I have to fit in some other client demands,unfortunately, so … I’d say three...
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Coaching, Mentoring and Managing breakthrough strategies 2 PHẦN 4 ppt
... breathing regular and deep and 2) guard your voicetone. Coaching, Mentoring and Managing 5If you get yourvoice tone under control, your emotionsinvariably follow! 1 82 Counseling Evaluation ... want. The team member can help determinehow to rise to that standard, but you alone must define thestandard. Coaching, Mentoring and Managing 5The only realchange you canmake in someoneis in ... turnover?5. What part did Reed’s emotions play in this unfortunate scenario? Coaching, Mentoring and Managing 5CASESTUDY 1 84 Make Sure No Interruptions Will OccurBe careful that you might inadvertently...
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Coaching, Mentoring and Managing breakthrough strategies 2 PHẦN 5 ppt
... evidentin your team environment, 2) any results your team may lack, and 3) specific steps you could take to experience improvement. Coaching, Mentoring and Managing 5 Benefits ofCounseling True/False ... there is accountability.ã Participate in discussions so that pros and cons are weighed. Coaching, Mentoring and Managing 6 20 6consequences for absenteeism should be reviewed. Ifabsenteeism ... year.ã To achieve and sustain the highest level ofproductivity in company history. Coaching, Mentoring and Managing 6“Vision is the artof seeing thingsinvisible.”— Jonathan Swift 20 0verbal acuity...
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Coaching, Mentoring and Managing breakthrough strategies 2 PHẦN 6 ppt
... accountability and theability to exponentially expand their impact. Coaching, Mentoring and Managing 6 “Great minds havepurposes. Othershave wishes.”—WashingtonIrving 21 6 Surprisingly ... salary! Coaching, Mentoring and Managing 6 TEAMFLY Team-Flyđ 21 2through 6, and it ... team,monitor whatever solution is chosen. Acknowledge whatworks and build on success. Coaching, Mentoring and Managing 6 22 0b) there’s no such thing as a “bad” idea — at this phase.Later,...
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Coaching, Mentoring and Managing breakthrough strategies 2 PHẦN 7 potx
... less uncomfortable. 23 7 Managing Within the StaffCoaching™ Model 23 4 Coaching, Mentoring and Managing 7 1. “Hi, I’m Jeff Henry. I have 10 years of manufacturing experience and took part in developing ... managing the performance of any work team …however talented it or you may be!1. Detached leadership 2. Lack of goals3. Failure to provide perspective Coaching, Mentoring and Managing 7 22 64. ... team to shine. 23 0 Coaching, Mentoring and Managing 7 Situations1. A team member doesn’t know whether to do a certain task.________________________________________________________ 2. He doesn’t...
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Coaching, Mentoring and Managing breakthrough strategies 2 PHẦN 8 ppsx
... You know what gets their attention. Coaching, Mentoring and Managing 7If you aim atnothing, you canbe sure that youwill hit it!Don’t wait …motivate! 25 4 2. Tell them what the desired results ... three questions above use each approach Coaching, Mentoring and Managing 7Problems are thosethings people seewhen they taketheir eyes offthe goal. 24 8 ExerciseThere are spaces provided below ... always lookforward to. Coaching, Mentoring and Managing 7Mutualcommitmentcomes fromspending timetogether. 7Ken: What’s wrong with it? The editor asked for 10 tries and Igave him 16!Coach:...
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Coaching, Mentoring and Managing breakthrough strategies 2 PHẦN 9 pps
... ____________________________________________ Coaching, Mentoring and Managing 7? HAPTER 8CSo What and Who Cares! 25 9 An old management adage is act as if. This suggests thatif you do something and keep doing it, ... just heard about it an hour ago myself. Coaching, Mentoring and Managing 8 7planning and support. Collaboration raises the esteem level ofindividuals and their group. With collaboration as ... project, don’t you?Jenny:Yes. No thanks to Nancy.Coach:What do you mean? Coaching, Mentoring and Managing 8 26 2What should StaffCoach™ follow-up be as a result of this scenario?____________________________________________________________________________________________________The...
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Coaching, Mentoring and Managing breakthrough strategies 2 PHẦN 10 pdf
... 85–86, 96, 104 , 131, 181, 20 1, 21 5, 22 0 22 2, 22 5, 23 0 23 1, 24 1, 25 4, 25 7, 26 9, 27 2 27 3, 27 5 27 6risk 3, 6, 13–15, 18, 20 , 22 , 26 , 66, 71, 84, 133, 183, 20 3, 21 6, 22 4, 25 5, 26 8, 27 1, 27 3Sscientific ... with 21 8 22 2StaffCoach™ xii, 2, 3, 15, 16, 19, 26 , 34–77, 80, 82, 88, 90, 92, 108 , 122 , 131, 134, 143, 151, 169, 176, 197, 20 0 20 1, 20 3, 22 7 25 8, 25 9 26 4, 26 6 27 2, 27 4, 27 6Model x–xiii, 2, 37–77, ... commitment 127 – 128 mutuality 3, 10 11, 19, 22 , 26 OOsborne, Tom 23 3PPaterno, Joe 23 2patience 3, 15–16, 17, 20 , 22 , 26 , 54, 90, 128 – 129 , 130–131,136, 24 7, 25 0, 25 1, 25 2patient leadership 127 , 128 –131perspective...
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