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7 Steps to Building a Coaching Plan

7 Steps to Building a Coaching Plan

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Published by Carl Sawatzky
Your success as a manager depends on developing and motivating your entire staff—not just the top and bottom 10%. In this edition of Management Insights, Jean Corson from Corson Wolff Consulting discusses how to get high performance from the "Middle 80%." This article shows you the 7 steps to building a coaching development plan.
Your success as a manager depends on developing and motivating your entire staff—not just the top and bottom 10%. In this edition of Management Insights, Jean Corson from Corson Wolff Consulting discusses how to get high performance from the "Middle 80%." This article shows you the 7 steps to building a coaching development plan.

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Published by: Carl Sawatzky on Jul 03, 2009
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06/02/2013

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Learning Tree
Management Insights
Edition 001
Expert Advice from Today’s Top Professionals
Jean Corson
CorsonWol Consulting
In this month’s
 Management Insights,
 Jean Corson discusses how to gethigh performance from the “Middle 80%.” It’s tempting to give all of  your attention to the people at the top and the bottom of your team.Don’t do it!
Use a tool that helps you efciently engage the“middle 80”
...coaching is that tool.
Getting High Performancefrom the “Middle 80%”
Even i you haven’t reached ocial managementstatus, you’ve probably had the opportunity to takethe lead and be in charge o others—managing aproject or serving as team leader. Looking back,did you nd yoursel investing 80% o your timewith just 20% o the people you were leading? Didyou nd yoursel immersed in micromanaging thebottom 10%—your problem children—while spend-ing the rest o your time catering to the needs (andwhims) o the 10% who were your star perormers?It’s tempting to give all o your attention to peopleat the top and the bottom o your team: But don’tdo it. Your success—and the success o your company—depend on developing and motivating the other80%. You need a tool that helps you ecientlyengage the “middle 80”—helping them developtheir skills while improving team perormance...
Coaching is that tool
.
Coaching Focuses on Developing, Not “Fixing”
Coaching is a fuid relationship that can be initiatedby either the person who sees an opportunity tohelp or by the person looking or help. It can bedone at any time and doesn’t require a manager/subordinate relationship to be eective. In acoaching relationship, both parties decide i therelationship should continue. Coaching ocuseson developing, not “xing,” the person beingcoached—creating individuals with improvedskills who can contribute more eectively in ateam environment and on their own.Coaching is much more than just an inormalconversation with another sta member. It dependson clear expectations that are communicated welland supported with timely oversight. Regardless owhether you’re a manager coaching a new employeeor team member coaching a peer, ormalizing someo the coaching process is useul. When goals andexpectations are clearly dened, employees in the“middle 80” are given the tools to perorm abovetheir previous potential.
CALL 
1-800-843-8733
OR VISIT 
www.learningtree.ca

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