You have worked harder and longer than most people throughout your career. As a result you've received several promotions and are now in a key management position. The focus of your work has now moved from individual accomplishment to managing the efforts of the people who report to you. You realize that working harder and longer will not bring continued success if you don't invest in the development of your direct reports.

This publication is composed of eight articles originally presented in my newsletter, The Insightful Leader. The purpose of these articles is to give you the tools you need to become known as an outstanding developer of people and at the same time accelerate your own advancement.

As an executive coach, I have been helping to develop leaders for over sixteen years. I have learned that the coaching skill-set extends beyond pure common sense.

In fact, what has worked for you in your career might be counterproductive for a person who reports to you. Each employee has to be coached with his or her unique strengths and development needs in mind. It is tempting to retreat to the familiar or what has worked for us in the past when coaching employees. We want to give them solutions to their problems and get back to the "real work." Coaching requires much more than this. It is about asking, not telling; encouraging, not demanding; and focusing on the big picture, not just tactics.

So why bother with coaching? Sean Lilienfeld, MD, Vice President, Clinical Research and Medical Affairs for Codman & Shurtleff and DePuy Mitek in Raynham, Massachusetts shared with me his perspective on the benefits of coaching: "I believe that the investment our managers make in coaching employees brings a significant tangible return. Our managers are charged with the very serious responsibility of developing the future leaders of this organization. When they fail to do this, managers hurt their direct reports, undercut their own success, and are unfair to the corporation."

Employees are hungry for this type of guidance. In particular, highly talented and ambitious employees have a strong expectation that they will receive coaching from their managers. Don't assume that they don't need guidance from you about what the future holds for them. Every day highly talented people leave their organizations because no one took the time to first, recognize their contributions and second, talk about their careers. Don't let this happen to you. This publication provides you with tools, techniques and examples that will help you retain the best and brightest employees.

 

 

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