कोचिंग महारत के लिए उपकरण


 
में कोचिंग
टर्बुलेंट टाइम्स
Teo जिन ली द्वारा

In today’s environment characterized by
caution about the economic outlook and uncertainty of how long and how deep this
crisis will be, organizations are bracing themselves to ride it out with less
headcount but still expecting the same or greater top line growth and returns.
(Do more with less.) A tall order when you think about it, and the picture gets
even gloomier when we see pay and incentives pulled back with further
belt-tightening measures.

The crux of the organizational dilemma is
that while there is a need for increasing productivity, employees are
potentially growing unmotivated, disengaged and uncommitted, and since there is
no guarantee that their livelihoods are assured, fearing the worst for their
नौकरियों.

So what can be done under these troubling
circumstances? What can organizations do to develop an environment where people
feel motivated, engaged and committed even during these critical
times?

Having worked with numerous organizations
in the region, I have found that the resilience of an organization, especially
in tough times, is reflected in its leadership.

The primary explanation when people leave
an organization has often been that they are not leaving the company but leaving
their bosses.

कुंजी के लिए एक का निर्माण होता है की संस्कृति
कोचिंग
. While not a panacea for all ills within an organization, it
is critical for helping organizations deal with the dilemma of
increasing productivity with less headcount and less
प्रोत्साहन राशि
. Take a look at the study conducted by Manchester Inc.
Florida, USA about the benefits of coaching, which included 100 executives from
Fortune 1000 companies and measured the improvements coaching reaped for these
संगठनों।

Improvements to the
company:

में सुधार
executive performance:

• उत्पादकता (53%)
Working relationships with direct
reports (77%)
• गुणवत्ता (48%)
Working relationships with
immediate supervisors (71%)
• Organizational strength
(48%)
टीमवर्क
(67%)
• ग्राहक सेवा (39%)
Working relationship with peers
(63%)
• Reducing customer complaints
(34%)
कार्य संतुष्टि
(61%)
• Retention of executives who
received coaching (32%)
संघर्ष समाधान
(52%)
• लागत में कटौती (23%)
संगठनात्मक प्रतिबद्धता (44%)
• Bottom-line profitability
(22%)
 

Creating the environment for
कोचिंग

Coaching has to survive within the
opportunities and boundaries created by an organization’s
संस्कृति (values, norms). In order to achieve excellent
performance and the desired business results, the coach must work with the
उपयुक्त संस्कृति और संगठनात्मक संदर्भ
(रणनीति, संरचना, सिस्टम) को प्राप्त करने के लिए प्रतिबद्धता
(प्रेरणा) और क्षमता (development and
application of knowledge and skills) from the clients.

The degree to which coaches can succeed in
communicating organizational context and culture and gaining competence from
people will be greatly determined by how successfully the coach can build
रिश्तों पर भरोसा.

Acquiring the right skill set – a
मामले का अध्ययन

Justin, a manager in a multi-national
organization, has been coaching his team for a few years, but he has never been
able to measure his effectiveness as a coach or see what his gaps were as a
coach. By leveraging the highest global standards of Coaching
masteries® कोचिंग के इंटरनेशनल एसोसिएशन से®
(आईएसी)
, he has been able to consciously assess himself as he carries out
his coaching conversations with his employees. In tough times, as managers we
have considerable less time to carry out quality conversations with employees.
For Justin, with knowledge of the Coaching Masteries™, he has been able to first
connect with who he is as a coach and then be able to draw out the potential
from his employees and deliver the results.

एक विपणन कौशल निर्माण

In difficult times, how do we create
incentive for employees to build and enhance their coaching skills so we can
continue to build a coaching culture within the organization? Providing
marketable skills through a global certification process from the
कोचिंग के इंटरनेशनल एसोसिएशन® (आईएसी)
प्रदान करता है
leaders with a progressive growth and benchmarking of their coaching practice.

सारांश

In an environment where organizations are
trying to do more with less, how do we motivate, engage and commit our people to
increase productivity and continued growth?

  1. Create a culture that supports
    कोचिंग।
  2. Encourage the development of coaching
    skills that are based on the highest global standards like the IAC Coaching
    masteries®.
  3. Provide the foundation for building
    marketable coaching skills for leaders that is based on a global certifying body
    like IAC.

 

 

Teo जिन ली is the Founding President of SCIAC and the
Managing Director of SMG Training Systems, a licensed school of IAC Coaching
masteries®. Jin Lee has been coaching, training and consulting with
leaders across the Asia Pacific region for over 20 years. She has coached
executives through key transformational and change initiatives, epitomized by
the turbulent times today. For more information contact enquiry@smgts.biz.