Mr Peter Clark
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
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