Coaching, Counseling & Mentoring: How to Choose & Use the Right Technique to Boost Employee Performance

Coaching, Counseling & Mentoring: How to Choose & Use the Right Technique to Boost Employee Performance

Coaching, Counseling & Mentoring: How to Choose & Use the Right Technique to Boost Employee Performance

Coaching, Counseling & Mentoring: How to Choose & Use the Right Technique to Boost Employee Performance

Synopsis

"Coaching, counseling, and mentoring can dramatically improve employee productivity and satisfaction. But there's a big difference between continuously encouraging employees to do their jobs well (coaching), attempting to fix poor performance (counseling), and helping top performers excel (mentoring). Unfortunately, most managers don't truly understand how and when to do each. Coaching, Counseling & Mentoring provides helpful tools like self-assessments and real-life scenarios, and gives managers specific, practical guidance on using these techniques to improve the performance of all their people.

This updated and revised second edition includes useful scripts for talking to employees about sensitive issues, and new material on topics including working with off-site employees, what to say when an employee denies a problem exists, whether or not to coach temps and part-timers, how to draw the line between the mentoring and supervisory role, and what to do when counseling fails. This is an essential guide for managers who want to build their confidence and skill in getting the most from their people."

Excerpt

If your organization is to sustain its competitive advantage, it needs employees who are motivated and eager to learn and adapt as their roles change along with the organization. Today’s companies need people who, at the least, meet their goals and, when given the opportunity, exceed those goals, demonstrating initiative and creativity. If you have strong people skills, you can build a high-performing team that can be relied on to make major contributions to your organization’s strategic plan.

What is your role in this? It is to have competency in three key people skills: coaching, counseling, and mentoring. Because it means better bottom-line results, organizations look for managers with these abilities. On a personal level, being a good coach, counselor, and mentor could be your ticket to advancement.

With escalating time pressures and constant change, upper management has their eye out for managers who can recruit capable employees, develop the skills they need to do today’s jobs, and prepare them to handle tomorrow’s jobs; who recognize their obligation to confront poor performers and who will work with these people to find a solution or make the tough decisions to terminate those who are dragging down the rest of the team; and who can keep their superstars shining even when there is little opportunity for advancement or dollars for increased performance.

In short, organizations want and reward managers who are skilled at the managerial tasks of coaching, counseling, and mentoring. Note that they are referred to here as “managerial responsibilities” with good rea-

Search by... Author
Show... All Results Primary Sources Peer-reviewed

Oops!

An unknown error has occurred. Please click the button below to reload the page. If the problem persists, please try again in a little while.