Coaching, Counseling & Mentoring: How to Choose & Use the Right Technique to Boost Employee Performance

239 Pages·2007·3.378 MB·English

by  Florence M. Stone

Coaching,
Counseling &
Mentoring
Second Edition
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Coaching,
Counseling &
Mentoring
How to Choose & Use the Right
Technique to Boost Employee
Performance
Second Edition
Florence M. Stone
AmericanManagementAssociation
NewYork•Atlanta•Brussels•Chicago•MexicoCity•SanFrancisco
Shanghai•Tokyo•Toronto•Washington,D.C.
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LibraryofCongressCataloging-in-PublicationData
Stone,FlorenceM.
Coaching,counseling&mentoring:howtochoose&usetherighttechniquetoboost
employeeperformance/FlorenceM.Stone.—2nded.
p. cm.
Includesbibliographicalreferencesandindex.
ISBN-10:0-8144-7385-7
ISBN-13:978-0-8144-7385-6
1. Mentoringinbusiness. 2. Employees—Coachingof. 3. Employees—Counseling
of. 4. Employees—Trainingof. I. Title. II. Title:Coaching,counselingand
mentoring.
HF5385.S76 2007
658.3(cid:2)124—dc22 2006024994
(cid:2)2007FlorenceM.Stone.
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Contents
Introduction:Three WaystoDevelop
High-Performance Employees 1
Section I: Coaching 9
Chapter 1. YourRoleasCoach 11
Chapter 2. Coachingasan OngoingResponsibility 30
Chapter 3. Let’s Talk:‘‘Should ISayThat?’’ 44
Chapter 4. CoachingTrapsand Problems 55
Section II: Counseling 71
Chapter 5. Why CounselTroublesome People? 73
Chapter 6. How to Turn AroundProblemEmployees and
Employees withProblems 92
Chapter 7. Let’s Talk:Specific CounselingSessions 113
Chapter 8. CounselingDilemmas:Trapsand PitfallstoAvoid 132
Section III: Mentoring 153
Chapter 9. WhatMentoringCan Do to HelpHigh
Achievers—andYou 155
v
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vi CONTENTS
Chapter 10. Mentor as aRole Model, Broker, Advocate, and
CareerCounselor 172
Chapter 11. Let’sTalk: Face-to-Face andE-Conversations 190
Chapter 12. MentoringTrapstoAvoid 205
Epilogue. YourRoleasa Leader 221
Index 225
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Coaching,
Counseling &
Mentoring
Second Edition
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INTRODUCTION
Three Ways to Develop
High-Performance Employees
IF YOUR ORGANIZATION IS TO SUSTAIN its competitive advantage, it
needsemployeeswhoaremotivatedandeagertolearnandadaptastheir
roles change along with the organization. Today’s companies need peo-
ple who, at the least, meet their goals and, when given the opportunity,
exceed those goals, demonstrating initiative and creativity. If you have
strong people skills, you can build a high-performing team that can be
relied on to make major contributions to your organization’s strategic
plan.
Whatisyourroleinthis?Itistohavecompetencyinthreekeypeople
skills: coaching, counseling, and mentoring. Because it means better
bottom-lineresults,organizationslookformanagerswiththeseabilities.
On a personal level, being a good coach, counselor, and mentor could
beyourtickettoadvancement.
With escalating time pressures and constant change, upper manage-
ment hastheir eye outfor managers whocan recruitcapable employees,
develop the skills they need to do today’s jobs, and prepare them to
handle tomorrow’s jobs; who recognize their obligation to confront
poor performers and who will work with these people to find a solution
or make the tough decisions to terminate those who are dragging down
the rest of the team; and who can keep their superstars shining even
when there is little opportunity for advancement or dollars for increased
performance.
Inshort,organizationswantandreward managerswhoare skilledat
the managerial tasks of coaching, counseling, and mentoring. Note that
they are referred to here as ‘‘managerial responsibilities’’ with good rea-
1
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