Mr Peter Clark

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My Coaching Model for my Workplace

1. Introduction
Managers have a two-fold role in the workplace. They must correct the employee’s performance problems and help them grow professionally and contribute to the organisation and at the same time advancing the careers of the employees. In doing so, managerial leaders need to adopt certain approaches, tactics or certain styles of management leadership that will alter the behaviour, attitudes and characters of employees. To lead any business or government entity in the 21st century managers need to understand the different models of motivations and how to apply and adapt these models through motivation and goal setting. As a Senior Manager in the Public Sector, I find myself having to deal with uninspired and unmotivated colleagues who find themselves in a job for the monthly pay cheque noting having a sense of purpose. After researching Dan Pink’s work I realised that I am firmly entrenched in a system of carrots and sticks. I am in an organisation that is run in a results-only work environment, where everyone is focussed on compliance issues which is based on extrinsic motivators. In our organisation, autonomy mastering is the domain of Top Management who are entrenching the status quo. 2. Background on how to introduce and implement my Coaching Model It is my opinion that the organisation I work for is robbed of its ability to spiral out of the grip of non-responsiveness in its role in relations to of its goals and strategic objectives, guided by its Vision and Mission. It is therefore imperative to turn the tide bringing the organisation and employees in sync. Employees should identify with the goals of the organisation and they should start to understand where and how do they fit into the bigger picture. An environment should be created where inspirational motivation can take place. It should be a workplace that is conducive for training and development to take place, where employees feel they are valued and where they can make valuable contributions in building and shaping organisations. However before the creation of a motivational climate, some of the most important pre-requisites like, managerial leadership, the development and establishment of a shared value system and to ensure sound work ethic should be established. 3. What is Coaching and Why Coaching

A combination of sound management and leadership skills which focusses on both the enhancement of performance and job satisfaction is necessary for a motivating environment. The manager must be in a position to make his/ her followers successful, making them part of a winning team and make them to enjoy their work. The environment created by the manager must encourage team members to perform well with enthusiasm and pride where they can experience job satisfaction. Together with this she must ensure that sound ethics operate in the organisation. In order for this to materialise, the visionary and creative leader/ manager must get the team’s buy-inn by winning their heart and minds, their respect, confidence, loyalty and willing cooperation.

A manager cannot achieve the above in the absence of having good interpersonal relations with team members, whilst adhering to the ethical code and values system in the public sector. Coaching is a very effective tool that can be used in the workplace to create a motivating environment. Coaching is guided conversations that focus on developing skills in the workplace. Coaching cannot and must not be handled haphazardly, but should rather be a scheduled periodic coaching sessions that is deliberately geared towards creating a new environment in the workplace. It should be an environment which allows for maximum participation in the renewal process of the organisation. It should be targeted to get to know people, their strengths and weaknesses, as well as the staff member’s interest in the organisation and in their own development. However, for any manager to...
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