Introduction
“Great coaches have a unique ability to identify the skills of each player and align them toward the ultimate goal: winning games.”
- Josh Bersein, "Coaching: It's Now Imperative"
As an operations manager, I will need to possess the skill of successfully driving business processes to meet and exceed established organizational goals that support our sales objectives. I need to pay particularly close attention to the skill set of my associates so I can properly leverage each one to produce the most effective outcome. It is necessary to learn the valuable tool of coaching these associates in their development so I can maximize the effectiveness of my group.
Development of this leadership skill is grounded in persistence, listening, and direction. These qualities will allow me to people realize and work prudently toward a desire outcome. Moreover, it will help inspire others to follow and improve themselves to perform at peak performance. This will be an enduring challenge throughout my career progression given the often routine and monotonous work functions that are characteristic of operations support in the banking industry. Effective coaching will not solely focus on helping the coachee overcome a problem; rather, it will involve a developmental relationship that will support my associates in attaining goals and realizing their potential.
My aspirations as an operations manager lend several unique challenges to developing this leadership skill. I will focus on resources that will leverage my strength of compassion in coaching to overcome these challenges. Moreover, I will highlight some strategies for generational coaching that will be imperative to overcoming the obstacles of age in leading and managing my associates. This is important given the large amount of age variance across the operational capacities of the banking industry. Effectively learning to coach across generations will support my career progression as I will be able to leverage the skill sets of my associates regardless of the generational differences that are clear in every functional capacity of operations support staff in my organization.
Development of this leadership skill is grounded in persistence, listening, and direction. These qualities will allow me to people realize and work prudently toward a desire outcome. Moreover, it will help inspire others to follow and improve themselves to perform at peak performance. This will be an enduring challenge throughout my career progression given the often routine and monotonous work functions that are characteristic of operations support in the banking industry. Effective coaching will not solely focus on helping the coachee overcome a problem; rather, it will involve a developmental relationship that will support my associates in attaining goals and realizing their potential.
My aspirations as an operations manager lend several unique challenges to developing this leadership skill. I will focus on resources that will leverage my strength of compassion in coaching to overcome these challenges. Moreover, I will highlight some strategies for generational coaching that will be imperative to overcoming the obstacles of age in leading and managing my associates. This is important given the large amount of age variance across the operational capacities of the banking industry. Effectively learning to coach across generations will support my career progression as I will be able to leverage the skill sets of my associates regardless of the generational differences that are clear in every functional capacity of operations support staff in my organization.
"Coaching with Compassion: Inspiring Health, Well-being, and Development in Organizations"
Coaching involves, “facilitative or helping relationship with the purpose of achieving some type of change, learning, or new level of individual or organizational performance.” It differs from mentoring because it lasts for shorter periods of time with a more specific focus. Compassion is defined as an “interpersonal process that involves noticing another person as being in need, empathizing with him or her, and acting to enhance his or her well-being in response to that need.” (p.154).
Coaching with compassion is a process for the coachee’s development and growth with a focus of development of Ideal Self and on their strengths (de-emphasis on weaknesses). It is grounded in the development of a trusting relationship to create an atmosphere where thoughts, dreams and concerns can be shared openly. The Ideal Self (who that person wants to be: goals, aspirations, values) is used to start and guide the change process. The process begins with helping the coachee develop their own personal vision. The next step would be to create an inventory of the current situation and subsequently develop a realistic/exciting implementation plan. This is a more productive than coaching for compliance which is a style based on compliance with authority or the way an organization thinks the person should act.
Three common elements of compassion - empathizing, caring and acting in response to another person's feeling - are expanded to develop a more comprehensive approach. The article proposes that compassion is an interpersonal process with the following elements: noticing another person's need, feeling empathetic concern, and actively responding to enhance his/her well-being (p.159).
Coaching with compassion enacts positive emotions by focusing on the Ideal Self. Focusing on the Ideal Self also produces positive emotions from the coachee by fostering feelings of caring and comfort with the environment. These positive emotions produce obvious short term benefits but also pay off in the long-term as well. The article proposes that one reason for this is the coachee’s perception of the benefits of the session on his/her career and/or life goals. This will be enhanced with the creation of a safe place and establishment of a trusting relationship. Thus, this coaching style can result in the creation of higher quality relationships in the organization and enhance the commitment exhibited from its associates.
Personal Relevance: This article presents a compelling method for how to coach and develop my associates. This concept is particularly relevant to me as I can use the techniques to develop my ability to effectively provide support and stimulation to my subordinates. I cannot proceed past my current level in the banking industry without this critical leadership skill. I have previously focused on what the article deems as coaching for compliance. Coaching with compassion offers an appealing way for me to implement a new style that will empower my associates by invoking the power of positive emotions.
This type of coaching offers me a way to develop a weakness identify in my self-assessment section: the ability to inspire. This is a necessary skills for an operations manager in the banking industry that is challenged to remain inspirational in an environment of routine functional assignments. Coaching with compassion will help me to focus on the needs of the coachee to develop a plan for their improvement. This can help to inspire these individuals by centering our discussions on their goals and aspirations. Moreover, focusing on my associates emotions will allow me to further develop my emotional intelligence. Both of these areas are important traits in successful operations managers that must balance being inspirational leaders while meeting organizational objectives, providing operation oversight, and complying with strict regulatory constrictions.
Coaching with compassion is a process for the coachee’s development and growth with a focus of development of Ideal Self and on their strengths (de-emphasis on weaknesses). It is grounded in the development of a trusting relationship to create an atmosphere where thoughts, dreams and concerns can be shared openly. The Ideal Self (who that person wants to be: goals, aspirations, values) is used to start and guide the change process. The process begins with helping the coachee develop their own personal vision. The next step would be to create an inventory of the current situation and subsequently develop a realistic/exciting implementation plan. This is a more productive than coaching for compliance which is a style based on compliance with authority or the way an organization thinks the person should act.
Three common elements of compassion - empathizing, caring and acting in response to another person's feeling - are expanded to develop a more comprehensive approach. The article proposes that compassion is an interpersonal process with the following elements: noticing another person's need, feeling empathetic concern, and actively responding to enhance his/her well-being (p.159).
Coaching with compassion enacts positive emotions by focusing on the Ideal Self. Focusing on the Ideal Self also produces positive emotions from the coachee by fostering feelings of caring and comfort with the environment. These positive emotions produce obvious short term benefits but also pay off in the long-term as well. The article proposes that one reason for this is the coachee’s perception of the benefits of the session on his/her career and/or life goals. This will be enhanced with the creation of a safe place and establishment of a trusting relationship. Thus, this coaching style can result in the creation of higher quality relationships in the organization and enhance the commitment exhibited from its associates.
Personal Relevance: This article presents a compelling method for how to coach and develop my associates. This concept is particularly relevant to me as I can use the techniques to develop my ability to effectively provide support and stimulation to my subordinates. I cannot proceed past my current level in the banking industry without this critical leadership skill. I have previously focused on what the article deems as coaching for compliance. Coaching with compassion offers an appealing way for me to implement a new style that will empower my associates by invoking the power of positive emotions.
This type of coaching offers me a way to develop a weakness identify in my self-assessment section: the ability to inspire. This is a necessary skills for an operations manager in the banking industry that is challenged to remain inspirational in an environment of routine functional assignments. Coaching with compassion will help me to focus on the needs of the coachee to develop a plan for their improvement. This can help to inspire these individuals by centering our discussions on their goals and aspirations. Moreover, focusing on my associates emotions will allow me to further develop my emotional intelligence. Both of these areas are important traits in successful operations managers that must balance being inspirational leaders while meeting organizational objectives, providing operation oversight, and complying with strict regulatory constrictions.
"Coaching Generations in the Workplace"
Understanding a person’s beliefs, attitudes, and values about the world can help in the coaching process. Generational differences in employees is one consideration that could result in in work ethic and expectations. Understanding and these inherent differences will assist managers in more effectively meeting the needs of employees.
The silent generation: the oldest generation that is over 55 and born during the Great Depression and WWII. These individuals were raised by parents that were overprotective and authoritative. Additionally, there schooling was highly structured and regimented. Their childhood was characterized by economic hardship and struggle. They began their work life during the industrial era with organizations that were hierarchical and where conformity and uniformity were valued. Managing knowledge and information evolved in place of managing tools and machines. The workplace changed from valuing experience and loyalty to a call for competence, customer service and teamwork.
The baby boomer generation: Began after WWII – includes people born from 1945-1960. Most were raised during prosperous, optimistic times. This generation is well known of challenging authority and questioning the integrity of its leaders. They now balance schedules busy schedules demanded from a balance of work, family and healthy living. They have adapted and welcomed technological innovations that simply their lives.
Generation X: People younger than 39. Much different childhood: many grew up with both parents working. They also experienced high divorce rates by their parents – 40% grew up in single parent households. They had diverse friendships and learned to tolerate other lifestyles. They were born into the Information Age. They value a balance between work and job satisfaction and lack organizational commitment. They are assertive, directive and comfortable with technology.
Coaching with generations:
Silents: Think traditional American values (family, hard work, respect). Most think of hierarchal organizations with a clear distinction between workers and managers. They expect managers to act and coach in professional/official manner and with integrity. When coaching them a manager should consider meeting in a formal location and using proper communication. Be respectful and polite given the Silent’s tendency to value the use of good manners. They also value obedience over individualism. They prefer learning in a traditional classroom setting. Avoiding technology and role-playing might be a better approach with them. They have a strong sense of duty so it is important to emphasize the need of the skills they exhibit. Pushing them to multitask will produce negative results.
Boomers: Have a sense that they can make a difference and prefer work environments that are democratic, caring and positively impacting the world. They preform best under someone who knows them and treats them as a peer. They expect recognition of individual achievements and contributions. Effective coaching of this generation might involve reminding them of the powerful impact of their work. They have a lot of demands including work, family and community expectations and appreciate emotional support managers. They value life-long learning and education. An effective technique might be providing them with various means of learning (I.e. books, videos, self-study guides).
Generation Xers: Look for casual and fun environments and value teamwork. They look for opportunities to develop their skills so appealing to this will offer an effective coaching technique. They are committed to their profession and furthering their career. They prefer organizations that offer a clear career path. Coaching and teaching these individuals should be done on a regular basis. They are task-oriented and prefer to be left along to achieve a desired result for themselves. Role playing could be an effective tool for these individuals that view it as an opportunity for on the spot coaching. They value the each individual and are eager to provide input at all levels of the organization. Another effective tool will be breaking long-term goals into shorter targets with deadlines.
You must understand your own generational bias and how it may influence interpersonal communication. Additionally, you must realize the impact of inter-generational interaction. Understanding both will increase your effectiveness by mediating conflict.
Personal Relevance: This concept supports the improvement of a leadership skill that my assessments deemed a weakness: coaching and developing individuals. The article offers a method for cross-generational coaching. This is critical for my development as an operations manager in the banking industry given the large age variance across different functional areas of my organization. The article provides broad categories of generalizations but I believe it is effective in helping me to understand how to begin the cross-generational coaching process. The importance of this concept was even more apparent when I was promoted to a supervisory capacity that required me to coach individuals of different generations.
I currently supervise a team of five analysts that have five to twenty years of experience within my organization. One is from the silent generation; one from the boomer generation; three from generation X. The concepts within this article can have an immediate impact on my ability to provide effective coaching based of their generational differences. This is a trait that I can carry into other management positions given the large generational variances seen throughout the operations sector of my institution. Many of these individuals are long-time employees in the organization and leveraging their skills by understanding how to inspire them to reach organizational objectives is critical.This will in turn contribute to my growth as a leader and prepare me for an operations management role – one with a larger group of subordinates where this skill can be increasingly effective over time.
The silent generation: the oldest generation that is over 55 and born during the Great Depression and WWII. These individuals were raised by parents that were overprotective and authoritative. Additionally, there schooling was highly structured and regimented. Their childhood was characterized by economic hardship and struggle. They began their work life during the industrial era with organizations that were hierarchical and where conformity and uniformity were valued. Managing knowledge and information evolved in place of managing tools and machines. The workplace changed from valuing experience and loyalty to a call for competence, customer service and teamwork.
The baby boomer generation: Began after WWII – includes people born from 1945-1960. Most were raised during prosperous, optimistic times. This generation is well known of challenging authority and questioning the integrity of its leaders. They now balance schedules busy schedules demanded from a balance of work, family and healthy living. They have adapted and welcomed technological innovations that simply their lives.
Generation X: People younger than 39. Much different childhood: many grew up with both parents working. They also experienced high divorce rates by their parents – 40% grew up in single parent households. They had diverse friendships and learned to tolerate other lifestyles. They were born into the Information Age. They value a balance between work and job satisfaction and lack organizational commitment. They are assertive, directive and comfortable with technology.
Coaching with generations:
Silents: Think traditional American values (family, hard work, respect). Most think of hierarchal organizations with a clear distinction between workers and managers. They expect managers to act and coach in professional/official manner and with integrity. When coaching them a manager should consider meeting in a formal location and using proper communication. Be respectful and polite given the Silent’s tendency to value the use of good manners. They also value obedience over individualism. They prefer learning in a traditional classroom setting. Avoiding technology and role-playing might be a better approach with them. They have a strong sense of duty so it is important to emphasize the need of the skills they exhibit. Pushing them to multitask will produce negative results.
Boomers: Have a sense that they can make a difference and prefer work environments that are democratic, caring and positively impacting the world. They preform best under someone who knows them and treats them as a peer. They expect recognition of individual achievements and contributions. Effective coaching of this generation might involve reminding them of the powerful impact of their work. They have a lot of demands including work, family and community expectations and appreciate emotional support managers. They value life-long learning and education. An effective technique might be providing them with various means of learning (I.e. books, videos, self-study guides).
Generation Xers: Look for casual and fun environments and value teamwork. They look for opportunities to develop their skills so appealing to this will offer an effective coaching technique. They are committed to their profession and furthering their career. They prefer organizations that offer a clear career path. Coaching and teaching these individuals should be done on a regular basis. They are task-oriented and prefer to be left along to achieve a desired result for themselves. Role playing could be an effective tool for these individuals that view it as an opportunity for on the spot coaching. They value the each individual and are eager to provide input at all levels of the organization. Another effective tool will be breaking long-term goals into shorter targets with deadlines.
You must understand your own generational bias and how it may influence interpersonal communication. Additionally, you must realize the impact of inter-generational interaction. Understanding both will increase your effectiveness by mediating conflict.
Personal Relevance: This concept supports the improvement of a leadership skill that my assessments deemed a weakness: coaching and developing individuals. The article offers a method for cross-generational coaching. This is critical for my development as an operations manager in the banking industry given the large age variance across different functional areas of my organization. The article provides broad categories of generalizations but I believe it is effective in helping me to understand how to begin the cross-generational coaching process. The importance of this concept was even more apparent when I was promoted to a supervisory capacity that required me to coach individuals of different generations.
I currently supervise a team of five analysts that have five to twenty years of experience within my organization. One is from the silent generation; one from the boomer generation; three from generation X. The concepts within this article can have an immediate impact on my ability to provide effective coaching based of their generational differences. This is a trait that I can carry into other management positions given the large generational variances seen throughout the operations sector of my institution. Many of these individuals are long-time employees in the organization and leveraging their skills by understanding how to inspire them to reach organizational objectives is critical.This will in turn contribute to my growth as a leader and prepare me for an operations management role – one with a larger group of subordinates where this skill can be increasingly effective over time.
Exercises and Routines
This exercise helped facilitate a discussion on some necessary skills needed for effective coaching. It allowed the individuals to identify such techniques as being
a team player, taking time to build the crew’s skills, and providing direction to find the proper solution. Interestingly enough, I found the exercise to also encourage individuals to understand and respect the emotions of other participants. We discussed the implications of being more compassionate in coaching to solve the above issues. Thus, the exercise was also useful in demonstrating the need for increased emotional intelligence in coaching.
|