Coaching, Mentoring, Leadership and Management Skills


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Schedule
July 19, 2022 || 01:00 PM ET / 10:00 AM PT
Duration
90 Mins
Level
Intermediate
Webinar ID
70147

18 Days Left Register

This highly interactive Seminar offers you and your team an array of practical tools to coach effectively in today’s work environment. You'll learn practical techniques for making your direct reports feel welcome, trust you to maintain confidences, to listen and develop an Action Plan collaboratively with each f your team members, enhancing your overall team performance!

Why Should You Attend

By attending, you will understand how to even more effectively:
» Mentor and coach
» Teach
» Determine your Mentor/Coaching Goals
» Maintain confidentiality
» Define Areas of Limits
» Define Communication
» Discuss Time Commitments
» Openness and Respect
» Keep it Professional
» Continuous Self-Improvement
» Communicate the Knowledge
» Allow for Failure
» Provide a System of Rewards
» Inspire and direct your team to greater readiness and competitiveness
» Add value to your organization by understanding the needs of your customers
» Anticipate, create and encourage change
» Spot opportunities for successful strategic alliances
» Become an innovative, visionary leader
» Establish a strategic culture
» Identify the strengths and weaknesses in your work unit
» Keep your unit moving forward
» Take risks with confidence
» Are you feeling a bit overwhelmed when it comes to coaching?

Could you use a "coaching refresher", to help you get a better handle on things?
                    
Would you like to brush up on your coaching and mentoring skills?

If you answered "yes" to any of these questions, then come laugh, listen and learn as Chris DeVany leads us all through those important topics, key questions, and answers we all need to be able to address effectively to improve our communication effectiveness, improve our team members and team's performance, adding to the bottom-line! 

Areas Covered in the Session 
 » Keys to being a successful Mentor/Coach
1. Being a mentor/coach is an important informal and ongoing portion of being a successful manager. To better help you understand how to be a good mentor, follow these characteristics of what a successful mentor/coach might practice
 » Be a Teacher
1. Mentor/coaching decisions should never interfere with your managerial decisions. The employee is not necessarily bound to take your advice, and some may choose not to. Do not get discouraged; rather keep providing opportunities for them to improve. Managerial decisions should focus on the business aspect, while the mentor/coaching aspect should only focus on the improvement and success of your employees
 » Determine your Mentor/Coaching Goals
1. Determine what you want to accomplish through mentoring. What goals are you setting for yourself to achieve by mentoring your employees? It is important that you communicate these goals with the employee
 » Keep Confidentiality
1. Both parties need to feel confident that discussions will remain between them. Both parties must also feel confident that discussions are only for the area of improvement for the employee, not as a disciplinary action. This will keep the lines of communication open for the flow of honest information
» Define Areas of Limits
1. It is important that areas off-limits for discussion are clearly defined. Some areas of improvement may spill into your employee's personal life and either of you may feel uncomfortable discussing those areas. It is important to define those areas off-limits before, or as close to the beginning of the working relationship as possible
 » Define Communication
1. How will you do your one-to-one level of being a mentor? Will you have regularly scheduled meetings? Will you do it at yearly reviews? Both parties need to make their preferences known at the beginning or as close to the beginning of the working relationship as possible. If there are different preferences, try to reach an acceptable compromise. Remember, you are trying to provide an atmosphere for improvement. You do not want to shut down the lines of communication before you even begin
 » Discuss Time Commitments
1. A mentor must give employees adequate time for improvement. Setting a schedule at the beginning avoids irritating misunderstandings later. This especially could be utilized during every review
 » Openness and Respect
1. Both the mentor/coach and the employee being mentored need to be open and honest, yet respect the other. A mentor/coach that withholds important information or comments does not contribute to the employee's improvement. However, such comments should be delivered with tact and courtesy – and (even if somewhat hurtful) received with an open mind. Both parties need to understand this and observe it. It is important that this be expressed in the beginning, or as close to the beginning as possible, of the working relationship
 » Keep it Professional
1. The relationship between the mentor/coach and their employee is a professional one, not a personal one. It is particularly important that the employee understand this point. Both parties must understand that the goal is to provide an avenue of success for the employee, and any comments are made in an effort to achieve that goal. No comment should ever be considered, or made, as a personal attack
 » Continuous Self-Improvement
1. Every mentor/coach must continuously be improving themselves as well as the employee, especially in areas of communication and interpersonal relationships. We all have areas that need improvement, and advancements in communication and interpersonal styles can improve the mentor/employee relationship. Good communication and interpersonal skills will improve employee acceptance, and limit the feeling of being criticized
 » Communicate the Knowledge
1. You want to accelerate the employee’s ability to accept more and bigger responsibilities and manage them successfully. Create a way to get them involved in business outcomes as soon as possible. Make a point of including them in a decision process. Explain where their thinking is not in alignment with yours. Remember, you are trying to create confidence in the ability to make good decisions and carry them out. Try to play to the employee’s strengths and interests
 » Allow for Failure
1. Make sure the employee knows that they can come to you if they feel things are not going well. Acknowledge the fact that they had the ability to see the problem, and if things happen to get to the point of failure before you are made aware, ask for an analysis of what went wrong and the lessons learned
» Provide a System of Rewards
1. When an employee reaches an improvement goal, have a set system of rewards. You would be amazed how well received a simple acknowledgment of a job well done can be. Make sure you convey the importance of the accomplishment that was achieved and begin focusing on the next goal

Who Will Benefit 
 » CEO
 » Senior Vice President
 » Vice President
 » Executive Director
 » Managing Director
 » Regional Vice President
 » Area Supervisor
 » Manager
 » Senior Managers, Managers at all levels

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Chris DeVany

Chris DeVany is the Founder and President of Pinnacle Performance Improvement Worldwide, a firm which focuses on management and organizational development. Pinnacle’s clients include global organizations such as Visa International, Cadence Design Systems, Coca Cola, Sprint, Microsoft, Aviva Insurance, Schlumberger and over 500 other organizations in 22 countries. He has been a consultant to government agencies like the Federal Government of the United States, the Royal Government of Saudi Arabia, Government of Canada, Government of Cayman Islands and Her Majesty's Government of the United Kingdom.

He has published numerous articles in the fields of surviving mergers and acquisitions, surviving change, project management, management, sales, team-building, leadership, ethics, customer service, diversity and work-life balance. His publications range widely, touching all important aspects, right from ASTD/Performance in Practice to Customer Service Management. His book, “90 Days to a High-Performance Team”, published by McGraw Hill, has helped executives, managers and team leaders improve their performance and professional decisions. Chris has been interviewed for various radio and television programs.

He has assisted organizations in merger, acquisitions and facilitated post-merger and acquisition integration. He has also actively been a mentor in developing project management, sales, customer service and marketing strategies, in-bound and out-bound call center programs, training and development management and new hirees. Fostering corporate growth through creative change and innovative initiatives is his forte! He is a Boston University alumnus, with degrees in management studies and organizational behavior.

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