Rosa Say, author of Aloha's chief executive, agrees that the statement about management and leadership remains in place. Understanding the difference and when to be a manager vs leader is one key to successful training.
The message in my email says "Lead people, manage numbers." Simply put, it means that you should train people to get them to meet what scale your business wishes or you agree on during a professional development planning session. Simply looking at the numbers (charts, spreadsheets and comparative reports) will not result in success. Only people who act responsibly and respect can do that.
Due to the fact that the lines between the role of coach and manager can become blurred, it is important that the training association is established with clear expectations and control steps from the outset. Creative Commons Center (CCL) has developed a series of online and team-based podcasts. I have summarized some of the best training guidelines here, all I use in my training conversation. I urge you to explore the free podcast CCL that is available through iTunes.
1. Expect Best – Be prepared to always look for the best in people and situations. As they say to Senn Delaney, "expect innocence". Start your training mindset with a positive mindset and assume that the person you are skilled is willing to learn, reflect and grow.
2. Define What You Want – Be Clear What You Want Both Out of Training. What is what you want to achieve? Make sure your goals fit before you start; if they do not, try to compromise. If it does not work then point to another coach.
3. Clear your defined role – Be clear about the coach and manager role. If you are in both roles, then set a tag to indicate when you play a role. Starting sentences with, "Are you ready for training?" Egypt "I want to talk to you about your success," define whether you are a coach or administrator. If you do not have a management role, however, verify whether the results of the training meetings are shared with an individual's manager or not. Trust is an important part of training and a breach of trust is a deal of murder.
4. Self-awareness is not contractual – Encourage and actually require that a person you are a coach develops self-awareness. This is perhaps the hardest step for some people, because the only way you can truly become self-conscious is that if you ask for feedback from everyone around you, they are true and you really listen. The best rule of thumb goes like this: "If one man calls you back, he ignores. But if three men call you back, go out and buy a saddle for you."
5. Listen first – When a person you are a coach reflects a negative departure or experience, ask questions to put forward thoughtful problems rather than advise on how to do it next. It's much quicker to tell people how to "fix it", but our peers do not learn by sticking to them. I encourage the training team to work together for the solution.
There are times when training has to take place like to control. For example, when an employee fails to take a policy, other team members infect a negative behavior or destroy the methodology of the company or company. I call this phenomenon "employee going to rogue". In these cases, you must take off your handkerchief and put on a knife glove. This can mean anything from having the rules and role of the explanation of the discussion of clinical efficacy. It is very important that you follow step 3 and define your role as a coach, manager or both. If you find yourself in both parts, I suggest you find another coach for the person, as changing a management plan is usually not appropriate. It's important to keep in mind that training is like parenting: there is no perfect method, some are better than others, but it's the people and their relationships that count the most.
Rosa Say is in charge of Aloha Website http://www.managingwithohala.com