The Truth about Managing and Training
I want to ask you a simple question – What is the distinction between a manager and a coach?
In the United States and other parts of the planet, the person running the team, be it soccer, baseball or basketball, is usually known as the ‘Trainer’ However, I have detected now, in the United Kingdom, the soccer Manager is more prone to be called – The Coach.
So, what is the difference? And how does it relate to your own occupation as a manager?
Once I ask participants – The manager usually come up with responses such as – planning – cost control – resource allocation – analysing data – interviewing – solving problems – dealing with customers and other ‘technical’ responsibilities.
After I then ask – “What would be the obligations of a coach?” I hear answers including – leading -moving – listening – supporting – identifying training needs – communicating expectations – believing in their individuals – inspiring – winning and getting results.
There are cross-over obligations between a trainer and also a manager; but I’d like to ask you a question – which part is going to function as the most significant in achieving your objectives, goals and results, can it be a manager or a trainer?
Now I know what you’re going to say – “My organisation and my boss want me to do all the ‘management’ things and that is how I spend the majority of my day.” But always remember, by the end of the day, you will ultimately be judged on the success of your staff, rather than your power to complete a report on time.
If you need a happy and motivated team who – don’t take time off work – don’t keep looking for other jobs – don’t give you too many problems and who generate results for your business. You have to spend more time ‘Coaching’ and less time ‘Managing’
1. Spend quality time – You should get to understand each member of your team and they need to get to know you. If you reveal that you’re listening and listen, you will develop a far greater understanding of every individual and the way they are managing the job. It reveal that you are there to help with both company difficulties and personal and will also send the message which you care about the team member. You’ll be able to convey expectations, encourage and inspire the team member to do even better.
2. Give the team member to feedback and coach – You need to consistently tell every one of your team members when not and when they are doing well so well. When you see or hear one of your staff doing something you DO like – tell them about it! When you hear or see them doing something you do not like – tell your team members about it. You can then train them on the job or identify training needs and agree Internal Comms Strategy a way forward. Most workers would like to know how they’re performing within their job; they want to be aware of they could do it better or when they’re carrying it out right.
3. Consider in each person – You need to constantly exhibit to every team member that you trust and believe in them, by your statement, your tone of voice as well as your body language.
Most employees will quite rapidly sense in case you don’t trust them to carry out their job and they’ll act appropriately.
Should you think that the people should not be trusted to do their job; that they will turn up late and go home then that is exactly what they’ll do.
On the other hand, in case you think that your people will do their job well, that they are sometimes trusted to create decisions which are good for the business and they’ll provide you with a fair day’s work, then it’s more likely it is what you will get.
So there you have it; successful supervisors know that to receive the best out of their folks they have to spend less tine ‘Managing ‘ and more time ‘Training’.