The Truth about Training and Managing
I would like to ask you a simple question – What’s the difference between a manager and a trainer?
I want to watch football on TV (or soccer, as my American friends call it) and for in charge of the group as the ‘Manager; we’ve consistently described the man in the UK.’
In the US and the rest of the whole world, the individual running the team, be it football, baseball or basketball, is usually referred to as the ‘Coach’ Nevertheless, I have discovered now, in the UK, the football Manager is more prone to be called – The Coach.
So, what’s the difference? And how can it relate to your occupation as a supervisor?
After I ask participants on a seminar – “Tell me what a manager does, what are their obligations?”
When I then inquire – “What would be the responsibilities of a coach?” I hear answers for example – leading -motivating – listening – supporting – identifying training needs – conveying expectations – believing in their people – inspiring – winning and getting results.
There are cross-over duties between a coach and a manager; but I’d like to ask you a question – which function is going to function as the most significant in achieving your objectives, results and aims, can it be a manager or a trainer?
“My organisation and my boss want me to do all the ‘management’ things and that’s how I spend most of my day.” But always remember, by the end of the day, you are going to finally be judged on your staff’s success, rather than your capability to complete a report punctually.
If you need a a motivated and happy team who – don’t take time off work – do not keep looking for jobs that are other – don’t give you too many difficulties and who create results for your business. You have to spend more time ‘Coaching’ and less time ‘Handling’
Here are 3 steps to being a successful coach
1. Spend quality time – You should get to understand each member of your team and they have to get to know you. Should you listen and reveal that you’re listening, you’ll acquire a much better comprehension of every person and how they are handling the work. It will also send the message which you care about the team member and reveal that you are there to help with difficulties, both company and personal. It’s possible for you to convey expectations, motivate and inspire the team member to do better.
2. Give feedback and trainer the team member – You should frequently tell each of your team members when not and when they’re doing well so well. When you see or hear one of your staff doing something you DO like – tell them about it! When you hear or see them you DON’T like – tell them about it. Most employees would like to know how they are performing in their own job; they wish to know they could do it or when they’re doing it right.
3. Believe in each person – You must constantly demonstrate to every team member which you trust and believe in them, by your statement, your tone of voice and your body language.
They will very rapidly sense in case you don’t trust them to handle their occupation plus they’ll act appropriately.
Then that’s just what your people Organisational Resilience do, in case you think that they aren’t to be trusted to do their job; that they will turn up and go home early.
However , in case you think that your people will do their job well, that they are sometimes trusted to make decisions which are best for the business and that they’ll offer you a fair day’s work, then it is much more likely this is exactly what you will get.
So there you have it; successful managers know that to get the best out of the individuals they want to spend less tine ‘Managing ‘ and more time ‘Coaching’.