This paper finds that coaching is a powerful managerial tool. Organizations can develop and facilitate the appropriate culture, training, and support that managers need to adopt the coaching behaviors that will make them more effective.
Trust is the critical link to a high-involvement, high-energy workplace. Organizations and individual leaders can watch for signs that trust is eroding, analyze where the breakdowns are occurring, and work to rebuild high levels of trust using these guidelines.
For organizations ready to improve their teams, knowing the characteristics and needs of high-performing teams is crucial. Based on a study by Blanchard and Training Magazine, this paper provides a target to shoot for and recommended first steps to enhance team-training programs in organizations.
KEN BLANCHARDDREA ZIGARMIPATRICIA ZIGARMI
LEADERSHIP AND THE ONE MINUTE MANAGER
KEN BLANCHARDSUSAN FOWLERLAURENCE HAWKINS
SELF LEADERSHIP AND THE ONE MINUTE MANAGER REVISED EDITION
KEN BLANCHARDSPENCER JOHNSON
THE NEW ONE MINUTE MANAGER
“Because of their position power, managers can do certain things that coaches would never dream of doing,” says Blanchard. “For example, telling people what to do and how to do it. It is part of the job of being a manager, but it doesn’t necessarily build trust. Many managers who want to coach their people can take for granted what coaches work hard to earn.” EXPLORE MARCH ISSUE