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Developing The Coaching Skills of Your Managers and Leaders

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Developing The Coaching Skills of Your Managers and Leaders

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Developing effective coaches in your organization is critical to its success. When armed with effective coaching skills and the inclination to coach workers regularly, managers and supervisors can dramatically uplift business results and the performance and lives of their workers.

According to a study by Bersin by Deloitte, organizations with senior leaders who coach can effectively and frequently improve business results by 21 percent compared to those who never coach.

Join BizLibrary's Libby Mullen, as she uncovers key elements of training you can implement to develop leaders that are able to create measurable differences in performance through coaching.

You will learn:
- The difference between coaching and mentoring
- How to assess, match and apply key coaching skills to align with specific employees and situations
- How to develop the most effective coaching models for your organization
- Skills development exercises to include in your training design
A "coaches’ toolkit" that includes emerging competencies for managers and leaders

Developing effective coaches in your organization is critical to its success. When armed with effective coaching skills and the inclination to coach workers regularly, managers and supervisors can dramatically uplift business results and the performance and lives of their workers.

According to a study by Bersin by Deloitte, organizations with senior leaders who coach can effectively and frequently improve business results by 21 percent compared to those who never coach.

Join BizLibrary's Libby Mullen, as she uncovers key elements of training you can implement to develop leaders that are able to create measurable differences in performance through coaching.

You will learn:
- The difference between coaching and mentoring
- How to assess, match and apply key coaching skills to align with specific employees and situations
- How to develop the most effective coaching models for your organization
- Skills development exercises to include in your training design
A "coaches’ toolkit" that includes emerging competencies for managers and leaders

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Developing The Coaching Skills of Your Managers and Leaders

  1. 1. Presenting Today Libby Mullen Learning & Development Manager BizLibrary Katie Miller Learning Specialist BizLibrary
  2. 2. www.bizlibrary.com/demo
  3. 3. Poll Question How would you describe your manager training and development?
  4. 4. Poll Question What is your managers’ biggest challenge when coaching employees?
  5. 5. How coaching can improve the performance of your employees and organization. How to develop your managers coaching skills based on leadership styles. How to develop a coaching method/model that will work for your managers and organization. WHAT YOU SHOULD BE ABLE TO TAKE-AWAY
  6. 6. WHY COACHING SKILLS ARE IMPORTANT FOR YOUR MANAGERS? Top Missing Skills In Mid-Level Leaders 1. Coaching 2. Performance Appraisal 3. Developing Others 4. Managing Change 5. Communications 6. Business Acumen SOURCE: Bersin by Deloitte 21% Organizations with senior leaders who coach effectively and frequently IMPROVE BUSINESS RESULTS BY 21% SOURCE: Bersin by Deloitte
  7. 7. Coaching is a process that enables learning and development to occur and thus performance to improve. To be successful a Coach requires a knowledge and understanding of process as well as the variety of styles, skills and techniques that are appropriate to the context in which the coaching takes place.” Source: Eric Parsloe, The Manager as Coach and Mentor “
  8. 8. BUSINESS COACHING EXECUTIVE COACHING CAREER COACHING LIFE COACHING What is Coaching?
  9. 9. ENCOURAGEMENT EMPOWERMENT DIRECTION AND ORDERS FEEDBACK AND PRAISE ROOKIE: HiTell, LoPraise CONTRIBUTOR: HiTell, HiPraise KEY PLAYER: LoTell, HiPraise CAPTAIN: LoTell, LoPraise SOURCE: Coaching Skills: Leadership Styles (Part 2 of 5), ej4 COACHING AND LEADERSHIP
  10. 10. COACHING AND LEADERSHIP ENCOURAGEMENT EMPOWERMENT ROOKIE: HiTell, LoPraise CONTRIBUTOR: HiTell, HiPraise KEY PLAYER: LoTell, HiPraise CAPTAIN: LoTell, LoPraise SOURCE: Coaching Skills: Leadership Styles (Part 2 of 5), ej4
  11. 11. PERSONALITIES LEARNING PREFERENCES DISTANCE AND TECHNOLOGY COMFORT RELATIONSHIP OBJECTIVES RELATIVE EXPERIENCE Key Factors for Coach and Coachee
  12. 12. Goals Reality Options Will Current Reality Ideal Gaps Action Review Contracting Listening Exploring Action Review Outcome Situation Choices/Consequences Actions Review Spot The Opportunity Tailor The Intervention Explain The Task Encourage Review Clarify The Issue Open Up Resources Agree The Preferred Future Create The Journey Head For Success What Coaching Model is Right?
  13. 13. Help the coach assess current performance Identify gaps or areas for performance improvement Help develop a plan to close gaps or improve performance How to deliver and act on the plan Coaching Models
  14. 14. Coaching is building one-on-one relationships and managing a process that result in specific improved performance in targeted areas.
  15. 15. RELATIONSHIPS PROCESS IMPROVED PERFORMANCE Successful Coach
  16. 16. Today’s coaches must be multi-functional, and be equally competent as a manager, tactician, trainer, psychologist, physiologist, and sometimes even a counselor. You simply cannot coach the same way as you did ten, fifteen, or twenty years ago for a number of reasons.” Source: Gary Curneen, Professional Coach and Blogger “
  17. 17. MANAGER OBLIGATIONS At any given time, a manager will function someplace on this continuum . . . . Supervision and Compliance Achievement of Goals
  18. 18. 1. Positive approach 2. Future orientation 3. Two-way communication 4. Coach listens more than talks, employee must be committed to frank discussion about needs 5. Coach heavily invested in success of employee 6. Commitment to continuous learning by BOTH parties 7. Desire for improvement A Coaching Process Checklist
  19. 19. TRAITS SKILLS BEHAVIORS For Coaches • Positive • Future-oriented • Curious • Collaboration • Learning facilitator • Educator/teacher • Continuous learner • Outward focus • Active, engaged listener Essential Traits, Behaviors and Skills
  20. 20. Coaches Toolkit Communication Performance Management Emotional Intelligence Business Acumen
  21. 21. Communication Key Skills Active listening Learning to frame and ask effective questions Courageous conversations
  22. 22. Communication Purpose 1. Identify obstacles to employee success 2. Find solutions or ways to overcome obstacles 3. Establish agreed upon definitions of success and plan of action 4. Gain commitment and engagement
  23. 23. Does the employee have the capacity to perform and improve? Does the employee have a positive attitude? Is the employee curious? 3 Questions a Manager Should Ask
  24. 24. Performance Management Key Skills Understand employee engagement and motivation Goal setting Delegation
  25. 25. Performance Management Purpose 1. Identify strengths and weaknesses 2. Outline goals and objectives 3. Understand how to prioritize and capitalize on strengths 4. Improve performance in targeted areas
  26. 26. Business Acumen Key Skills Business operations and functions Making decisions Industry knowledge
  27. 27. Business Acumen Purpose 1. Professional level understanding 2. Influencers and key stakeholders 3. The decision-making process
  28. 28. Emotional Intelligence Key Skills Self awareness, motivation and regulation Build effective relationships
  29. 29. Emotional Intelligence Purpose 1. Guide employees through workplace conflicts and difficult situations 2. Adaptability in a fast-changing work world 3. Positive response to diversity in thought and culture
  30. 30. How can we get managers to make time to coach?
  31. 31. • Part of a manager/supervisor job • Job and performance focused • Interest is functional • Driven by manager • Relationship is based on specific job role • Outside the manager / employee relationship • Focused on professional development • Focus on mentee, personally and professionally • Across job boundaries COACHING VS. MENTORING Coaching vs. Mentoring
  32. 32. Asking rather than telling. How to think, not what to think.
  33. 33. How to communicate the importance of developing the coaching skills of your managers and leaders. Coaching models and how you can adopt and adapt them for your organization. Four key competencies to develop with your managers and leaders. Four key competencies to develop with your managers and leaders. Key Take-Aways
  34. 34. Questions?
  35. 35. Team Facilitation Skills: Meeting Management Video Course Welcome to the "Team Facilitation Skills: Meeting Management" video course meant to teach leaders how to prepare for and run team meetings. It comprises eight video lessons that cover topics ranging from setting up the meeting environment to developing team rules. Team Facilitation Skills: Meeting Management
  36. 36. Coaching Skills Video Series How do you get your employees to be better than they were yesterday? What can you do, as their manager, as their coach, to help them perform better than yesterday? This video series shows you how to coach your employees so then can advance through the four groups; rookie, contributor, key player and captain. Coaching Skills
  37. 37. Let us know through the poll if you’d like a free demo of BizLibrary’s online course collection. www.bizlibrary.com/demo Try out these video lessons and more!
  38. 38. Thank you for attending! Katie Miller Learning Specialist BizLibrary Libby Mullen Learning & Development Manager BizLibrary

Notas del editor

  • Thanks for the introduction Gary! Hello Everyone! Thanks for attending today’s webinar, Developing the Coaching Skills of Your Managers and Leaders
  • My name’s Katie Miller, I’m the Learning Specialist here at BizLibrary, and presenting with us today is Libby Mullen.

    Libby has just been recently been promoted to the Learning & Development Manager at BizLibrary; her favorite aspect of her role is developing employees to realize their maximum potential. Libby has over 25 years of experience in Education, Training, and Business Consultation, both in the Higher Education realm and in all verticals of the Business Sector. Building positive partnerships, solving business challenges creatively, and bringing out and developing the strengths in others are what makes Libby “tick.” Libby is a fervent writer, an experienced public speaker and is most passionate about the importance of life-long learning in helping employees to take initiative to become “Smarter Every Day.”   At home, Libby has 5 boys (ages 11-20).


  • BizLibrary is dedicated to HR and learning professionals, focused on providing the best and most complete online training solutions. Our training content engages employees of all levels, and our learning technology is a dependable and progressive catalyst for achievement. Armed with our expert Client Success and Technical Support teams, clients are empowered to solve business challenges and impact change within their organizations. We make working with us easy and aspire to be your online learning partner. To learn more, visit us at bizlibrary.com!

    Enough about us, we’d like to go ahead and get things started here. Libby, if you’re ready to go, we’re ready when you are!

    ____________________________________________________

  • Ad-hoc at best
    Reactionary
    Foundational, but nothing on-going
    Plans are outlined, but not necessarily aligned to biz goals
    Strategic and continuous
  • Building the relationship
    Identifying performance gaps
    Asking questions and problem solving
    Supporting and encouraging
    Driving results
  • What we hope you take away
  • As an isolated question, a study conducted by Bersin by Deloitte showed that organizations with senior leaders who coach effectively and frequently improve their business results by 21 percent as compared to those who never coach.

    More broadly, organizations that invest in leadership development are more profitable, more innovative, and more likely to be market share leaders than their peers. It’s just no longer optional to take the time and allocate the resources to effectively develop leaders at every level of your organization.

    One of the most significant issues confronting businesses today is a glaring lack of next generation leaders, coupled with a stunning lack of success for both newly promoted leaders and leaders recruited from outside the organization; you have a genuine leadership talent crisis brewing. Which makes effectively coaching current leaders and current talent mission critical for organizations.

    Top Missing Skills in Mid level leaders
    Coaching
    Performance appraisal
    Developing others
    managing change
    Communications
    Business acumen



  • What is “coaching”?

    Business Coaching – typically what we think of in manager/employee situation. Coaching in a business setting.
    Executive Coaching – usually an outside expert hired to assist senior executives with specific develop issues, challenges or questions
    Career Coaching – situation where a person – usually in job search mode – gets assistance with career direction and job search advice
    Life Coaching – emerging form of “coaching” directed at helping people find a greater sense of fulfillment and happiness

    Definitions are as confusing as the “types” of coaches

    With all of this confusion, how do we match coach to employee or situation?

  • Ej4: Coaching Skills: Leadership Style (Part 2 of 5)

    Adapt your leadership style based on the employee being coached

    Encouragement – feedback praise

    Rookie – we all had to start somewhere – bright eyed and eager
    Told how to do things – don’t have th skills

    Contributor – starting to do productive work
    You’ve done this well…

    Key player – understanding the job and becoming successful
    Begin empowerment

    Captain – working independently
  • Ej4: Coaching Skills: Leadership Style (Part 2 of 5)

    Adapt your leadership style based on the employee being coached

    Encouragement – feedback praise

    Rookie – we all had to start somewhere – bright eyed and eager
    Told how to do things – don’t have th skills

    Contributor – starting to do productive work
    You’ve done this well…

    Key player – understanding the job and becoming successful
    Begin empowerment

    Captain – working independently
  • No one-size-fits all definition, model or method

    Must be right for BOTH coach and subject/coachee

    Factors:

    Personalities
    Learning preferences
    Distance & technology comfort
    Objectives
    Relative experience of parties
  • Models do not help comprehend the skills needed to effectively execute the process, or deliver, on the desired results of improved performance. That is the big gap that many coaches find frustrating when studying or learning a specific model. For instance, the GROW model is a very good model in many situations. But how does the coach effectively communicate the “R” (reality) aspect of the model to a subject or employee who lacks self-awareness or who reacts emotionally? The skills and competencies needed to navigate this situation and series of conversations don’t lend themselves to the simplicity of a linear model that GROW implies. The skills are nuanced, complex and take time to master. All of the models beg a fundamental question. What does it take to be an effective coach?
  • We want to emphasize that there is nothing wrong with these models!!!!! For many coaches, one or more of the models will be enormously useful. There are no one-size-fits-all solutions when dealing with human beings, and performance improvement certainly fits into that category. Each coach, employee and situation will be different, so the models may be useful as is or with modification to provide a framework for the coaching process.
  • COACHING IS BUILDING ONE-ON-ONE RELATIONSHIPS AND MANAGING A PROCESS THAT RESULT IN SPECIFIC IMPROVED PERFORMANCE IN TARGETED AREAS.

    The two elements – relationship and process – are the two constants that you can rely upon as points of reference. So let’s work from there. The third element of our definition is the idea of improved performance. This should always be the objective of every coaching engagement, without exception.
  • What do people need?
    What do people offer?
    What does the organization need?
    What does the organization offer?
    HOW do you help client/coachee bridge the gaps between needs & offers?

    Coaching is a process.
    It’s not an event. It’s not just a relationship. It’s not about friendship. It’s not about power or a hierarchy. It’s a process driven relationship with a clear objective, and that goal is to help the subject of the coaching to improved performance.


    IS there a blue arrow in the development of a successful coach?
  • What are the obligations of managers? The answer to this question varies from organization to organization based upon a number of factors such as industry, culture, department, skill level of the team, etc. Regardless of the organization, at the very heart of this question lies a dilemma. If you need compliance, or supervision of employees, the things your organization needs managers to do well has a clear, well-delineated set of guidelines and boundaries. On the other hand, if the answer leans towards the successful achievement of goals, the things you need managers to do well are probably less defined.

    Managers may have to perform well, depending upon a variety of situations at various places along this continuum, ranging from ensuring employees comply with established processes and procedures at one end, to career development and skill improvement towards the other end. Who’s to say which of the outcomes is more or less important? In fact, we’d probably agree that the outcomes suggested by such a continuum are all important depending upon the situation. With so many possible outcomes and objectives legitimately competing for our managers’ attention, are there a set of uniform skills or competencies we can use to guide our managers ongoing training and development?
  • With so many possible outcomes and objectives legitimately competing for our managers’ attention, are there a set of uniform skills or competencies we can use to guide our managers ongoing training and development?

    Common traits, skills and behaviors.
    Effective coaches are forward looking, optimistic in nature and outwardly focused. Great coaches are not motivated by their own success. They are motivated to help others succeed.

    How to balance the skills of learning facilitator vs. educator/facilitator?

    ESSENTIAL TRAITS, BEHAVIORS, & SKILLS FOR COACHES

    TRAITS:
    Positive
    Future oriented
    Curious

    SKILLS:
    Collaborative
    Learning facilitator
    Teacher

    BEHAVIORS:
    Continuous learner
    Outward focus
    Active, engaged listener

  • COMMUNICATION
    Complex communication skills are necessary for effective coaching. These skills include active listening, understanding how to frame and ask questions, courageous conversations, etc. Coaching is not the time for your more senior leaders to learn these skills.

    Active listening
    Learning to frame and ask effective questions
    Courageous conversations

    Purpose of communication is to:

    identify obstacles to employee success
    Find solutions or ways to overcome obstacles
    Establish agreed upon definitions of success and plan of action
    Gain commitment and engagement

  • COMMUNICATION
    Complex communication skills are necessary for effective coaching. These skills include active listening, understanding how to frame and ask questions, courageous conversations, etc. Coaching is not the time for your more senior leaders to learn these skills.

    Active listening
    Learning to frame and ask effective questions
    Courageous conversations

    Purpose of communication is to:

    identify obstacles to employee success
    Find solutions or ways to overcome obstacles
    Establish agreed upon definitions of success and plan of action
    Gain commitment and engagement

  • Q from Shelly: What do you do if the employee is not curious?  How do you know if they curious?

    Q from Susan: If they don't have any of the three--time to let go?

    Have you ever sat in your office questioning why numbers aren’t where they should be or why performance isn’t higher than expected? It’s easy to immediately blame the employee- to start picking apart habits- say they should be working longer hours, wondering why aren’t they doing it this way, why are they doing it that way… ultimately thinking… maybe they aren’t right for the job. I certainly have had these thoughts.
     
    It’s easy for a manager who is under stress and pressure to immediately react to problems. Whether it is to tell the employee that they need to improve, change or work harder- these often don’t yield long term results. These actions can often be destructive, by creating fear and an unhealthy work environment. Additionally, these actions can impact other employees infecting the culture.
     
    Some managers know it is important to put a coaching plan in place, but often wonder why they fail. Is it the process or the employee?
     
    What I have learned is that you have to take a step back and ask yourself 3 questions about the employee.
    Do they have the capacity to perform?- does the employee have the attitude and willingness to learn and grow into a top performer?
    Are they curious? – does the employee want to learn new things and show a desire to learn those things?
    Do they have a positive attitude? - are they excited about personal growth?
    If the answers to these 3 questions are yes, then you have employee that is coachable! Forget about what they have done in the past. Forget about what they should be doing. Determine what skills today they need help with and develop a plan. 
     
     A coaching process looks like this:
    Meet with your employee and share with them your confidence in their abilities and willingness to solve the problem.
    Specifically describe the performance problem, using data and examples. Focus on the specific behavior that needs improvement.
    Identify with the employee if there are any barriers from allowing them to work on or address this problem. Work to remove those roadblocks.
    Ask the employee for ideas on how to correct the problem.
    Discuss potential solutions, provide training recommendations and list actions to take.
    Write down an action plan and get buy in! List what the employee will do and what you will do as their leader in working on a solution.
    Find an end in sight- A specific time and date for follow up and progress check-ins must be included.
    Reinforce good performance- Catch employees doing it right and demonstrating positive behaviors. This will help boost employee confidence.
     
    If you are struggling with coaching employees, take time to revisit the 3 magic questions.
    Coaching employees is a standard competency of management and leadership positions. Often times this skill is found to be an afterthought or only pointed out as a weakness when results are poor. Coaching employees is a very rewarding experience that builds trust and a positive work environment. It produces results and contributes to the bottom line.
     
  • Since the core objective of the coaching relationship is to improve performance, your coaches need to understand exactly what elements of the work environment actually serve to improve employee performance. This may seem like a ridiculously self-evident part of coaching, but it’s surprising and almost shocking how many “coaches” do not really understand performance management and improvement. They may be great communicators and skilled business professionals. But they may have no foundational comprehension of things like motivation (intrinsic compared to extrinsic), engagement, productivity, conflict resolution skills, etc. The precise blend and mix of performance improvement elements in each organization will vary some, but generally you want to make sure coaches understand the principles of and causes of motivation and engagement, and how to apply these principles to improve day-to-day performance

    Engagement – what are the foundations of employee engagement
    Motivation – differences between extrinsic and intrinsic motivation
    Goal setting
    Delegating

    Objective is to find ways to help employee achieve a higher level of performance in specific targeted areas, skills or competencies.

  • Since the core objective of the coaching relationship is to improve performance, your coaches need to understand exactly what elements of the work environment actually serve to improve employee performance. This may seem like a ridiculously self-evident part of coaching, but it’s surprising and almost shocking how many “coaches” do not really understand performance management and improvement. They may be great communicators and skilled business professionals. But they may have no foundational comprehension of things like motivation (intrinsic compared to extrinsic), engagement, productivity, conflict resolution skills, etc. The precise blend and mix of performance improvement elements in each organization will vary some, but generally you want to make sure coaches understand the principles of and causes of motivation and engagement, and how to apply these principles to improve day-to-day performance

    Engagement – what are the foundations of employee engagement
    Motivation – differences between extrinsic and intrinsic motivation
    Goal setting
    Delegating

    Objective is to find ways to help employee achieve a higher level of performance in specific targeted areas, skills or competencies.


  • Coaches need to have a high degree of business acumen. This forms a foundational set of knowledge and experience from which the coach can pull lessons and advice for her employee, subject or student. Business acumen is a highly evolved competency. Well-developed sense of business acumen usually takes time to establish in employees. Having coaches with a deep core understanding of the way businesses operate and the ability to translate the understanding into effective decision making is vital to successful coaching of junior managers and leaders.

    Professional level understanding of the way businesses operate and function
    Ability to make sound business decisions
    Sound foundation in the core industry in which organization operates

    Objective is to guide employee through decision-making (not make decisions FOR employee),

  • COMMUNICATION
    Complex communication skills are necessary for effective coaching. These skills include active listening, understanding how to frame and ask questions, courageous conversations, etc. Coaching is not the time for your more senior leaders to learn these skills.

    Active listening
    Learning to frame and ask effective questions
    Courageous conversations

    Purpose of communication is to:

    identify obstacles to employee success
    Find solutions or ways to overcome obstacles
    Establish agreed upon definitions of success and plan of action
    Gain commitment and engagement

  • The global workplace is getting more complicated. Workplaces are more diverse in any demographic metric – age, gender, nationality, cultural, linguistic, etc. Emotional intelligence has always been at the heart of successful leaders, and likewise emotional intelligence is required for successful and effective coaches. No two employees are the same. Effective coaches know how to reach, guide and develop every employee they touch. This skill, these results, require a highly developed sense of emotional intelligence to read and understand people and to respond to the wide variety of coaching situations that will arise.

    What is Emotional Intelligence?
    Developing Self-Awareness
    Developing Self-Motivation
    Developing Self-Regulation
    Developing Effective Relationships
    Developing Empathy

    Understand how to express and control our own emotions.
    Ability to understand and interpret and respond to the emotions of others.

    Objective is to be prepared to guide employees through inevitable workplace conflicts and difficult situations. Additionally, with workplaces becoming more and more diverse, a highly attuned level of emotional intelligence will be crucial to long-term success for any employee.

    http://eqforsuccess.com/what-is-emotional-intelligence/

    The study describes a process of increasing self-awareness, self-management and self-direction.  These learnable skills appear to make managers more capable of building a workplace climate, or environment, where employees are effective.

    http://www.businessnewsdaily.com/4284-emotional-intelligence-critical-organizational-skills.html

    Data tells us emotional intelligence is more important to life-long business success than any other single factor!


  • Since the core objective of the coaching relationship is to improve performance, your coaches need to understand exactly what elements of the work environment actually serve to improve employee performance. This may seem like a ridiculously self-evident part of coaching, but it’s surprising and almost shocking how many “coaches” do not really understand performance management and improvement. They may be great communicators and skilled business professionals. But they may have no foundational comprehension of things like motivation (intrinsic compared to extrinsic), engagement, productivity, conflict resolution skills, etc. The precise blend and mix of performance improvement elements in each organization will vary some, but generally you want to make sure coaches understand the principles of and causes of motivation and engagement, and how to apply these principles to improve day-to-day performance

    Engagement – what are the foundations of employee engagement
    Motivation – differences between extrinsic and intrinsic motivation
    Goal setting
    Delegating

    Objective is to find ways to help employee achieve a higher level of performance in specific targeted areas, skills or competencies.


  • ADD : Getting managers to take time to coach
  • Coaching
    Something managers must do for all their staff, a required part of the job
    Takes place within the confines of the formal line manager-employee relationship
    Is job and performance focused - focuses on developing the individual within their current job.
    Interest is functional – arises out of the need to ensure that the individual can perform the tasks required of the job to the best of their ability.
    Relationship tends to be initiated and driven by the individual’s manager.
    Relationship is finite – ends as individuals move on to work in other jobs under other line managers.
    Mentoring
    Formal, the individual’s manager is not the mentor
    Takes place outside the line manager relationship.
    Is focused on professional development that may be outside of the mentorees area of work.
    Interest of the mentor is personal in that the focus is on the mentoree to provide support both professionally and personally.
    Relationship may be initiated by mentor and/or matched by organization.
    Relationship crosses job boundaries.
    Informally, managers may choose to do for specific, selected employees.
  • Potential and existing employees

  • Thanks Libby! Okay everyone, go ahead and keep sending those questions over through group chat or Q&A. While you’re doing that, Mike is going to discuss the credits you can received and I’m going to share some of our recommended resources with you from the BizLibrary Collection.

  • Thanks Libby! Our first resource is the Team Facilitation Skills: Meeting Management Video Course

    This course is meant to teach leaders how to prepare for and run team meetings. It is comprised of eight video lessons that cover topics ranging from setting up the meeting environment to developing team rules.
    This is available in the BizLibrary Collection.
  • Our second resource is an 4-part video series on coaching skills.

    How do you get your employees to be better than they were yesterday? What can you do, as their manager, as their coach, to help them perform better than yesterday? This video series shows you how to coach your employees so then can advance through the four groups; rookie, contributor, key player and captain.


    Again, these resources are available in the BizLibrary Collection.
  • You can try out these video lessons, series and courses by scheduling a demo with BizLibrary – all you need to do is click the demo link on the screen or in the other resources section.

    Link: https://bit.ly/2rGFut3

    So let’s get to some Q&A! Looks like we’ve had several questions come in, so Libby, our first question is:

    __________________________________________________
    COPY IN QUESTIONS
  • So we want to give a big thank you to Libby for presenting with us today and thanks everyone for attending! Have a great day!

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