5.3 Coaching and Mentoring

Loading...

來自 Arizona State University 的課程

Inglés Empresarial: Gestión y Liderazgo

451 個評分

Arizona State University

Inglés Empresarial: Gestión y Liderazgo

451 個評分

課程 1（共 4 門，Specialization 商务英语）

Are you a business executive or a manager who uses English in your career? Then you know that good business communication in English requires focus, vocabulary, and specific linguistic structures. In this course, you will follow along a recently promoted manager as she builds and leads her team to success. Together, you will practice the language and styles of communication needed in English for: • Recruiting and training a professional team to work together with integrity and respect • Managing and participating in well-organized meetings • Making telephone conferences more efficient • Writing professional emails that are easy to read The activities in this course will give you the opportunity to share your experience and receive immediate feedback from other business professionals around the world. ¿Es usted un ejecutivo de negocios o gerente que utiliza inglés en su profesión? Entonces Ud. sabe que la buena comunicación empresarial en inglés exige los enfoques, el vocabulario y las estructuras lingüísticas específicas. En este curso, Ud. seguirá, a lo largo con un gerente recién promovido, como ella construye y conduce a su equipo hacia el éxito. Juntos, ustedes practicarán el lenguaje y los estilos de comunicación en inglés necesarios para: · Reclutar y el entrenar a un equipo profesional a trabajar juntos con integridad y respeto · Manejar y participar en las reuniones bien organizadas · Hacer que las conferencias telefónicas sean más eficaz · Escribir correos electrónicos profesionales que sean fáciles de leer Las actividades en este curso le dan la oportunidad de compartir su experiencia y recibir retroalimentación inmediata de otros profesionales empresariales en todo el mundo.

從本節課中

Dirigir y entrenar / Managing and Coaching

Para que un empleado tenga éxito, es importante la guía que le entrega su jefe. Esto es un desafío mayor si esta guía debe hacerse en otro idioma. Después de completar el modulo "Dirigir y entrenar", usted será capaz de usar frases claves para tener una audiencia participativa lo que facilitara el proceso de dirección y entrenamiento....Facilitating employee success is a management skill that can be even more challenging when communicating in a second language. After completing Managing and Coaching, you’ll be able to recognize the importance of active listening, use key phrases and language to facilitate the coaching and mentoring process.

5.3 Coaching and Mentoring6:55

5.5 Effective Teaming8:56

與講師見面

Wanda Huber
International Educator
Arizona State University Global Launch
Andrea Mürau Haraway
International Educator
Arizona State University, Global Launch
Jenny Young
International Educator
Arizona State University Global Launch

Welcome back to English for Management and Leadership.

In this video, we'll be discussing an important element of good leadership,

building employee potential.

This can emerge in two ways, coaching and mentoring.

They both serve to grow potential, but they do so in different ways.

Coaching comes from the supervising manager, but

a mentor, though often in a senior position,

usually has no direct supervisory responsibility for the employee.

Coaching targets specific skills needed to benefit the team or

to reach certain short-term objectives.

Examples of this might be speaking more concisely, sharing knowledge, or

learning a new system or program.

Because these are short-term objectives,

items discussed in coaching are often related to ongoing performance reviews.

Mentoring, on the other hand, focuses more on the long-term goals an employee has,

such as promotion, reputation, influence, or self-confidence.

Because these are not directly related to the yearly performance review, and

because the mentor is not the supervising manager,

mentor relationships often build an environment of trust and confidence.

Mentoring is commonly used when an organization wants to build its leadership

pool for succession planning.

In these cases, the mentor is grooming the employee for a future leadership position.

In the scene for this module, you saw Elizabeth talking with Katherine and

Jake in one-on-one meetings.

What was the purpose of these meetings?

Was she coaching or mentoring?

If you answered that Elizabeth was coaching her team members,

then you're right.

One of the more important roles of managing people

is offering constructive feedback on their performance in a timely way.

And timely is important here.

Unfortunately, because many people are not comfortable with these kinds

of conversations, feedback is often given only once a year at a performance review.

But if you were a coach for a soccer team, would you wait until

the end of the season to give feedback on your players' performance?

Would you wait until the end of the game?

Of course not.

You would be offering feedback on their play all the time so

they could work to improve right away.

And your team would benefit from that improvement right away.

Coaching is used to give direction and build performance.

Elizabeth met with Katherine to give direction and to help her see how her

attitude was causing her colleagues to avoid seeking her help and knowledge.

This kind of avoidance can have serious effects on the outcome of the project.

Elizabeth knows this and needs Katherine's knowledge and

expertise to be readily available.

After all, that expertise is why she selected Katherine for her team.

Elizabeth met with Jake to build performance.

Jake is already a well-recognized innovator, but

his communication style is off-putting in a different way.

He talks too much and too long.

He may have great information, but he takes so

long to make his point that people stop listening.

In fact, some people know how much Jake can talk

that they stop listening the moment he opens his mouth.

Even Elizabeth cut off Jake the first time he wanted to share information about km's.

However, even with her impatience, Elizabeth knows that the team needs his

knowledge and gives him guidance on how he can get his message out more concisely.

So how can you conduct a one-on-one coaching session

in a way that's not threatening but still constructive?

First, begin with an I focus, rather than a you focus.

Elizabeth starts with words like, my observation, or I noticed.

Secondly, ask questions.

Find out what they think of the situation.

If they can realize the problems themselves,

they will be more likely to change.

Elizabeth asks Katherine what her thoughts were.

She asked her if there was anything else she could have said instead.

Elizabeth asks Jake if he thinks the team's annoyance with him

could have something to do with his communication style.

By listening carefully to the answers to your questions,

you can find out a lot about your employee's motivations for behavior.

Find out what their goals are and help them progress.

You can also act as a sounding board for frustrations they may be experiencing or

work to remove obstacles that may be hindering performance.

Third, try to get agreement.

If you can get buy-in, the employee will be more likely to change.

This may not always happen the first time you mention an area for improvement, but

may come after a few more coaching sessions.

Finally, offer to role-play a scenario.

This gives you the opportunity to offer specific suggestions and gives

the employee a non-threatening place to try out different styles of communication.

Keep in mind that coaching sessions are not a one-time event.

They're meant to be ongoing,

regular opportunities to offer continuing feedback.

Don't forget to give positive reinforcement

when you see appropriate changes in behavior.

Just like a soccer coach, be sure to give public praise to strong,

as well as developing performers.

Now, let's review the takeaways for this lesson.

Coaching and mentoring serve different purposes.

Coaching is supervisory with a focus on short-term objectives.

Mentoring is not supervisory and focuses on long-term professional development.

Coaching involves timely, constructive feedback.

Use an I focus as much as possible, ask questions, listen carefully,

try to get agreement, and offer specific suggestions for improvement.

But most importantly, when coaching your employees, you,

yourself, need to be the example you want to see in them.

In our next video,

we will take a look at how to build a team that works well together.

See you then, and thanks for watching English for Management and Leadership.

探索我們的目錄

免費加入並獲得個性化推薦、更新和優惠。

Coursera 致力於普及全世界最好的教育，它與全球一流大學和機構合作提供在線課程。

© 2018 Coursera Inc. 保留所有權利。

通過 App Store 下載

通過 Google Play 獲取