When times are tough, leaders are under even more pressure to produce results. Long hours, constant stress, and chaos rule. Leaders often move into dictatorial mode, trying to get better performance from their people. But instead of performing at high levels to meet demands, employees often move into mediocrity mode. No one wants to produce breakthrough results for a manager who’s driving them crazy?
How would you like to hone your leaders to learn how to be inspirational leaders who empower their people to achieve extraordinary results? |
TCCG has found that in many cases, leaders are in their roles due to technical knowledge or productivity success but are not necessarily equipped with people and management skills to go with the role. The transition from co-worker to boss (“team leader”) can be very difficult for many!
Those transition Issues can include: - Having to discipline a former peer
- Evaluating performance
- Making decisions
- Using feedback
- Developing inter-personal relations
- Improving goal setting and planning
- Impact on others
- Problem solving
- Defining and clarifying roles
- Improving team effort
- Getting solid input from key employees
- Developing subordinates
- Being responsible for other people, divisions / departments including:
- Improving delegation
- Giving Direction
- Organization
- Time Management / Deadlines
- Goal-Setting
- Conducting Meetings
- Respectful, Clear, Concise Communication
Communication affects ALL areas of the business! TCCG has further found communication and people skills are a challenge for many organization’s leaders as their leadership style often reflects how they are or were personally managed themselves.
Consider the management styles chart below. 60’s / 70’s / 80’s | 2000’s | - Management by Fear
- “Do As I Say”
- “Don’t think, Just do”
- workaholic syndrome
| - Cohesive
- Collaborative
- Empowering
- Team-based
- Life Balance
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For many organizations, being open to change / being different / wanting to transition into the more effective, and current management style and corporate culture – the question is: “How can your organization benefit from Leadership Development Coaching?”
Through the use of exercises, assessment tools and provocative conversation, we will provide you with the structure, tools and a customized program that provide improvement in many areas such as:
- Communication
- Life balance
- Transforming chaos into sanity
- Honouring your people
- Maximizing productivity
- Leveraging strengths
If your organization has the environment and corporate culture working positively, how would you rate your organization (division / department / teams)’s abilities on any of the above areas?
There are many facets and intricacies to powerful, effective and cohesive leadership development. Good leadership determines whether an employee adds costs or value to an organization. |
If you think there could be “MORE” – then your organization will be interested in speaking further with TCCG. Contact us today to explore the possibilities for your organization. TCCG offers a dynamic program to assist with helping leaders / managers bring a coach-like approach management style to their relationships. Click here to read more about The Coach Approach Management Development Program  Click here to read "Business Coaching"
"Leaders have always needed empathy to develop and keep good people, but today the stakes are higher. When good people leave, they take the company's knowledge with them.
That's where coaching and mentoring come in. It has repeatedly been shown that coaching and mentoring pay off not just in better performance but also in increased job satisfaction and decreased turnover. But what makes coaching and mentoring work the best is the nature of the relationship. Outstanding coaches and mentors get inside the heads of the people they are helping. They sense how to give effective feedback. They know when to push for better performance and when to hold back. In the way they motivate their protégés, they demonstrate empathy in action." What Makes a Leader?
Daniel Goleman
Harvard Business Review November-December 1998 |
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