Each coach has his own natural approach to training. Unfortunately, they rarely rely solely on this approach, rather than adapting to the needs of the individual. This does not lead to successful results as your needs are not properly met. There are three dimensions for effective training, including; how to train, when to train and what to train A coach can improve his coachwork efficiency by adjusting his approach in every dimension to the needs of coachee.
How to train. Coaches should take a direct or indirect approach to training, not based on what his natural style means but on the basis of the needs of coachee. Hersey and Blanchard propause in their theory of the summit's summit that the leader should fix leadership style based on the employee's level of readiness. If an employee is new to a project, insecure or unable to do the project, the leader should take a much more directive form. If the employee has more experience and is capable of performing tasks, the leader should take another direct approach (Hersey, Blanchard and Johnson). Each individual has different needs and attitudes. An effective trainer adjusts to his needs and attitudes. He can be a directive; give advice, say and / or teach what to do and how to do it, or not a directive; ask questions and help the individual to make their own conclusions, as appropriate and coachee needs.
When to train. Coaches may choose to provide scheduled, ongoing approaches to training and / or provide guidance training to respond to specific needs and circumstances. API is used to develop skills or behavior over time. For example, sales manager can provide sales assistant training to sales representative over time, or manager manager can provide training to highly potential executives to prepare him for further responsibility in the future. Extensive training is less formal and given at any time to respond to specific needs.
What to train. The coach can decide to guide specific tasks, skills or behaviors or it can take a holistic approach that is more concerned about the overall interest rate and the development of the individual. For example, the sales manager can provide training on special training skills, but the coach manager can look at all the needs of the individual to help them participate in a broader leadership role.
I once played a peer who chose a very straight-line style of training. He was a busy manager who felt only direct and immediate reaction affected his team. He trained only when he felt that conditions were challenging. Rathermore, he focused only on the behaviors and skills needed to accomplish the job and never taken a holistic look at the team's needs. This person had a reputation for obtaining results; However, he scared away and / or insulted many on his way. Those who needed more directives, scheduled and / or holistic approach soon after the agency, or worse, became infertile and frightful. In the long run, this manager became less successful and was eventually asked to leave. As Kouzes and Posner explain:
"… forever, spend your minds a picture of the coach like this stern-faced, chair-throw, dirty-kick, ass-chewing strong guy who yells orders to players. Outstanding Business Performance. What you get instead is a demoralized group of unrelated components that are most likely to be but great. "Relationship where talent sees coach as a partner and model" (Goldsmith and Lyons, page 137).
One of the best ways the coach can build on the lasting relationship is to fix the training list and approach the needs of the individual as a coach.
Hargrove, RA, (2003). Masterful training. San Francisco: Jossey-Bass / Pfeiffer.
Hersey, P., Blanchard, KH and Johnson, D., (2001). Organizational Management: Leading Human Resources – Eighth Edition. Upper Saddle River, NJ: Prentice Hall.
Marshall, G. and Lyons, L (2006). Leadership Training: Practicing Leadership Training from the World's Best Coach. San Francisco: Pfeiffer.