Powerful Tool Used by Successful Managers

Successful managers and executives use a powerful tool. Many people know this tool to be QUESTIONING. Yet many use it wrongly. Instead of getting the response they want, they end up getting something what they don't want. Sounds familiar? You can ask a Type A question like this: "What are the things we could do to improve the current work process?" This type of question puts your people's hands to their heads and as usual, there will be silence. So you as the manager end up having to answer this question yourself! And this defeats the purpose of asking question: if you cannot get an answer to your question, why ask? Case Study: How I use Type B Question When I was coaching my client to improve their manufacturing process, I ask them question that gets them into a picture: "Think about the last time you had to do a rework on a product. Consider the things that were the real problems; the things that got you frustrated; the things that worked very poorly, took too long, or just seemed to be a waste of time. The things that made you say, 'There's got to be a better way to do this!' What are some of those frustrating problems with our current manufacturing process?" In other words, pull, not push. This way you can get things done, not just things said. ***There are 4 key things to do: Coach Your Team, Set and Achieve Goals, Lead and Manage Change and Harness the hidden power of their mind. To know more about How to Manage, Coach and Lead Your Team Success, come for this course on starting on 22 Sep. 2009 Tuesday 9 am to 12.30 pm...Register on-line at www.asiatrainers.com

Powerful Secret of Successful Managers

From www.asiatrainers.com

Successful managers know a secret. Even though you may know the secret, you may not truly understand how to use it correctly. Therein lies the secret.

What makes this secret powerful? If power is synonymous with 'getting results', then this secret is extremely powerful. This secret can increase your ability to achieve results simply because it is linked to effectiveness and human motivation.

Case Study: How I learn the Powerful Secret

When I was doing management consulting at KPMG in the 1990s, I was called to consult a family-owned publicly listed financial institution. We would arrive with our army of bright people, interview those key players, develop a set of recommendations based on our interviews and experience, and create a 200-page Consultant's Report. We would go away and come back a year later, and if we were lucky, perhaps 10% of the recommendations would be implemented.

Not effective, right? Isn't this a very common approach taken by many managers, when they would tell the team what are the goals instead of getting the team to come up with their own goals?

How I Approach A Family-Own Business in Business Coaching with Action International (and now Asia Coaching Training)...

We come in with a small team of only 2 consultants or business coaches. Together we could have group interviews (facilitated sessions), that involved about 20 people. In the facilitated sessions, the participants, not the consultants, would create the recommendations. In most cases, they would come up with what we might consider only 60 or 70% percent of the solutions.

We would float ideas, and some ideas would be considered as not acceptable or implementable. When all is said and done, they might have created what we would consider 85% solution. Yet when we come back a year later, amazingly 80 to 90 percent of the solutions would be implemented!

Why is there such a big difference? Therein lies the secret: You can Achieve More Effective Results when Solutions Are Created, Understood and Accepted by the People Impacted.

In other words, coach, not consult. This way you can get things done, not just things said.

AndyTheCoach from www.asiatrainers.com