Coaching Skills for Managers and Supervisors – Part 1: Successful vs. Failed Coaching Efforts

One of the most important tasks for Managers and Supervisors is coaching their employees. Learn the skills you need to be an effective coach.

Note: Click Here to see a Sample  Kindle Version.  U.S. users can order directly.  Global users should  either click here, or visit your applicable Amazon website and input “Coaching Skills for Managers and Supervisors” in the search criteria.

One of the most important tasks for Managers and Supervisors is coaching their employees.

Good Coaching:

  • Helps employees understand what they should be doing and how.

  • Provides employees with important information on whether they are performing up to expectation and if not, how far off the mark they are.

  • Helps employees develop and enhance new skills needed for future positions.

Yet as important as it is, for many Managers and Supervisors, it’s also one of the most dreaded.  Managers and Supervisors often worry that their employees will react negatively to a coaching discussion.  Without the proper ground work employees may feel caught off guard, and indeed react negatively to what they consider as unwarranted criticism.

Despite these reservations, the ability to effectively coach employees and help them attain the desired level of performance and/or development is often the difference between a successful or unsuccessful Manager or Supervisor.  Consequently, as a Supervisor or Manager, the ability to successfully coach your employees is one of the most important skill sets you need to develop.

Successful Coaching Efforts

Successful coaching involves a number of key ingredients.  Some of the most important are:

  • The Manager/Supervisor has credibility in the employee’s eyes that the Manager/Supervisor knows what they’re talking about.

  • The employee trusts the coach’s opinion.

  • The Manager/Supervisor sets an environment conducive to effective communication.

  • The Manager/Supervisor makes sure that the employee receives the needed training on how to perform as expected.

  • Performance expectations and measurement criteria are clear.

  • Feedback on the employee’s performance is accurate.

  • The Manager/Supervisor provides feedback on things done well as well as areas needing improvement.

  • The Manager/Supervisor actively involves the employee’s ideas on how to make needed improvements.

Coaching Efforts That Fail

When coaching fails, it’s also often for some key reasons.  Some of the common ones are:

  • The employee doesn’t trust the Manager/Supervisor.

  • The Manager/Supervisor hasn’t established credibility in the employee’s eyes that they know what they are talking about.

  • The Manager/Supervisor sets a threatening atmosphere for the discussion.

  • The Manager/Supervisor hasn’t trained the employee how to perform as expected.

  • The employee doesn’t feel they’ve been told the applicable performance expectations and how they’re going to be measured.

  • The employee doesn’t feel the Manager/Supervisor’s feedback is accurate and objective.

  • The Supervisor/Manager can’t provide specific examples of what the employee needs to improve.

  • The Manager/Supervisor only concentrates on what the employee needs to improve and doesn’t praise things done well.

So How Do I Learn These Skills?

To help you learn how to coach effectively, KAW Consulting developed  “Coaching Skills for Managers and Supervisors” an electronic handbook that walks you step by step through the process of how to coach your employees effectively.

Written in clear, easy to understand language, you’ll learn how to:

  • Establish the groundwork to have an effective coaching relationship with your employees.

  • Determine expected performance levels for your employees’ major tasks and responsibilities.

  • Provide your employees with the needed training.

  • Analyze your employees’ current level of performance against expected levels, and identify areas needing improvement.

  • Hold an effective coaching discussion to provide employees with feedback on how they are doing, and develop plans for making needed improvements.

We’ve even included sample forms you can use to identify how you want to define expected levels of performance, develop training plans, analyze how well your employees are performing, and plan an effective coaching discussion.

Available in both Kindle and PDF

To meet the demands of our global users, “Coaching Skills for Managers and Supervisors” is now available in both Kindle and PDF versions.  U.S. purchasers can purchase both. International users eligible to purchase from Amazon can purchase the Kindle Version.  Both versions allow you to have it accessible each time you need to coach an employee.

KINDLE Version

Click Here to see a Sample  Kindle Version.  U.S. users can order directly.  Global users should  either click here, or visit your applicable Amazon website and input “Coaching Skills for Managers and Supervisors” in the search criteria.

PDF Version

For U.S. users, the PDF version allows you to store “Coaching Skills for Managers and Supervisors” on your computer so you have it accessible each time you need to coach an employee. It includes hyperlinks so you can jump right to the page or section you need without having to spend time scrolling through unneeded pages. If you want hard copy you can print what you need.

You can purchase single copies or share with additional users by purchasing additional licenses. This makes it easy for organizations to increase the productivity of their staffs.

You can buy single copies for the low price of $21.95.

Sharing with additional users is also easy–just purchase additional licenses at $19.95 per user.

To view a sample and instructions on how to purchase the PDF version online click here.

Note: PDF Version available to only U.S. customers at this time.

Why Projects Fail and How to Avoid It

Learn how to make your projects succeed and avoid common reasons for project failure.

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If you’ve led or been involved in a project that failed, or ran into significant problems, you know first hand that it can be a real nightmare.  Even if it’s not a major project, the aggravation of unmet deliverables, missed deadlines, or cost overruns can be substantial, and have a real negative impact on your career.

So if your called upon to lead or participate in a  project in addition to your regular responsibilities, understanding some of the common reasons why projects fail and what to do about it is a must.

Common Reasons for Project Failure

Projects that fail, often fail for some common reasons.  Among these are:

  • Poorly Defined Project Requirements:

– Example: A new computer system implementation that left out a plan to adequately train new users.

  • Poor Task Analysis:

    – Example: An office move that left out important steps.

  • Overlooked reaction from people impacted by the project:

    – Example: A plan for a new road that didn’t plan sufficiently for negative community resistance and boycott.

  • Poor Scheduling:

    – Example: A project plan for implementing an initiative that called for heavy involvement from staff during peak normal workloads.

  • Lack of understanding or agreement by project team members of their responsibilities

    – Example: A critical task isn’t done because one of the project team members didn’t realize they were responsible for it.

  • Lack of Coordination with other Groups/Departments. 

    – Example:  The failure to include the impact of a new computer system on another system that uses the same data.

  • Missed Deadline

    – Example: The failure to hold timely project reviews to monitor the project’s status, and take corrective action when necessary.

Projects That Work

On the other hand, successful projects are usually completely the opposite of projects that fail.  They usually have the following traits:

  • A clearly defined purpose and scope.
  • Clearly defined objectives that can be measured to determine if the project is a success.
  • Deliverables that are clearly stated and agreed upon.
  • Buy-in by Key Stakeholders on the need for the project.
  • Identified Coordination requirements both within the project team and with other affected groups.
  • Clearly defined critical success factors.
  • A project plan and schedule that  includes all the needed work tasks and deadlines.
  • A budget that reflects all the needed costs to successfully complete the project.
  • Sufficient status monitoring that  measures progress against the schedule, and identifies any needed corrective actions.

Because being able to manage projects successfully is such an important skill, KAW Consulting developed “PROJECT MANAGEMENT FOR MANAGERS AND SUPERVISORS”, an electronic handbook that will help you learn these vital skills.  You’ll learn a 4 phase process to:

  • Define the project’s scope, objectives, deliverables, critical success factors, resource needs, and collaboration requirements.
  • Break the work down into its major work blocks and tasks.
  • Develop an easy to use project schedule.
  • Monitor the project’s status and what to do if you find you’re off course.

Unlike most books on project management that are complicated and hard to understand,  “PROJECT MANAGEMENT FOR MANAGERS AND SUPERVISORS ” is exactly the opposite. It’s written in easy to understand language that walks you through the process of managing a project step by step, helping you think of the key ingredients to make your project successful, and avoid the common problems that crop up in unsuccessful ones.  We’ve even included sample forms you can easily adapt to fit your own project when defining the project’s key ingredients and developing the schedule and budget.

Like any great handbook, “PROJECT MANAGEMENT FOR MANAGERS AND SUPERVISORS” is something you’ll want to use over and over again.  And unlike paper handbooks, that get lost easily, it’s an electronic book in PDF format, that you can store on your computer so you have it accessible each time you need to use it.  Just call it up and it’s ready to use. If you want hard copy, you can print what you need.  To save you time, we’ve even included hyperlinks in the Table of Contents so you can jump right to the page or section you need without having to spend time scrolling through unneeded pages.

 You can buy single copies for the low price of $21.95.

Sharing with additional users is also easy–just purchase additional licenses at $19.95 per user.

To view a sample and instructions on how to purchase online click here.

How to Delegate Work so It Gets Done

Successful delegation is one of the most critical skill sets a Supervisor or Manager needs to develop. Yet, many Managers and Supervisors resist delegating. Learn some of the principal reasons for this resistance, and how to provide your Supervisors and Managers with the tools they need to delegate effectively.

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Successful delegation is one of the most critical skill sets a Supervisor or Manager needs to develop. Being able to delegate successfully helps you tap into the potential of your staff.  It helps you accomplish much more than you could working alone, and allows you to devote your time and efforts to your most critical tasks, or things you do best.  Put simply, being able to delegate successfully is one of the keys to a successful career in Supervision or Management.

Yet, many Managers and Supervisors resist delegating.  Common reasons include:

  • Fear of loss of control.
  • Don’t feel that their staff has the ability to do the work.
  • Tried to delegate before but it didn’t work
  • Staff resists the idea of taking on more work

The good news, however, is that there are solutions to these factors.  For example you can:

  • Delegate at a level you’re comfortable with.
  • Delegate a small portion of a task initially, and use that as a way of building your delegating skills.
  • Use specific strategies for overcoming staff reluctance.
  • Follow an effective 3 stage process to plan what to delegate, make the delegation and conduct the needed follow-up so you know where things stand.

Because be able to delegate successfully is such an important skill, KAW Consulting developed “DELEGATING FOR RESULTS”, an electronic handbook that will help you learn these vital skills. You’ll learn how to effectively:

  • Identify what tasks to delegate.
  • Identify the right people to delegate to.
  • Identify the level of delegation that you’re comfortable with.
  • Determine what the person doing the task needs, so they can deliver the results you expect.
  • Hold effective delegation meetings.
  • Conduct the needed follow-up to stay on top of the person’s progress.

Unlike most books that describe the delegation process in general terms, “DELEGATING FOR RESULTS” walks you through the process step by step, helping you think of the key ingredients to make your delegation successful, and avoid the common problems that crop up in unsuccessful ones.  We’ve even included forms to help you analyze your major tasks and identify which ones are excellent candidates to delegate, furnish the person you’re delegating to with the important information they need to understand about the task, and a checklist to make sure you’ve considered the vitals steps when planning your delegation.

Like any great handbook, “DELEGATING FOR RESULTS” is something you’ll want to use over and over again..  And unlike paper handbooks, that get lost easily, it’s an electronic book in PDF format, that you can store on your computer so you have it accessible each time you need to use it.  Just call it up and it’s ready to use. If you want hard copy, you can print what you need.  To save you time, we’ve even included hyperlinks in the Table of Contents so you can jump right to the page or section you need without having to spend time scrolling through unneeded pages.

You can buy single copies for the low price of $15.95.

Sharing with additional users is also easy–just purchase additional licenses at $14.95 per user.

To view a sample and instructions on how to purchase online click here.

Note: Available to only U.S. customers at this time.