Questions I have been asked
Can a manager be a coach?
I think a manager’s obligation is to develop their employees both in practical tasks and leadership skills. While these are coaching attributes, I don’t believe that a manager can be a good coach for their employees, as coaching requires distance, perspective, the ability to coax the employee out of their element, out of their day to day. For that, having a mentor or coach that is not part of the organization is critical. Also, many coachable moments are about relationships, reading people and situations – discussing those, learning from those with the ecosystem that is creating the dynamics is not always helpful enough
How do you compare internal training compare to external training?
I think there is room for both, even in leadership training. the important thing is that training is part of a defined, well-constructed curriculum defined by the company, and tailored to the employee. In addition, all training must be part of a development plan agreed between manager and employee. Part of that process is follow-up discussion and learning
What have you found to be the most effective methods for maximizing the “stickability” of learnings from leadership workshops and other educational events?
Engaging learning, applicable to my job. Going through the training with people i respect and admire and people I work with (if internal training). In all cases, if the training is applicable, either through tailored case studies or relevance to the job. Finally, most important is that as managers, we take ownership for the training plan of our employees right alongside them. We are part of developing the training plan with them, and we follow up and discuss learnings, make sure that real situations in the workplace are discussed in context of training that was received.
I think a manager’s obligation is to develop their employees both in practical tasks and leadership skills. While these are coaching attributes, I don’t believe that a manager can be a good coach for their employees, as coaching requires distance, perspective, the ability to coax the employee out of their element, out of their day to day. For that, having a mentor or coach that is not part of the organization is critical. Also, many coachable moments are about relationships, reading people and situations – discussing those, learning from those with the ecosystem that is creating the dynamics is not always helpful enough
How do you compare internal training compare to external training?
I think there is room for both, even in leadership training. the important thing is that training is part of a defined, well-constructed curriculum defined by the company, and tailored to the employee. In addition, all training must be part of a development plan agreed between manager and employee. Part of that process is follow-up discussion and learning
What have you found to be the most effective methods for maximizing the “stickability” of learnings from leadership workshops and other educational events?
Engaging learning, applicable to my job. Going through the training with people i respect and admire and people I work with (if internal training). In all cases, if the training is applicable, either through tailored case studies or relevance to the job. Finally, most important is that as managers, we take ownership for the training plan of our employees right alongside them. We are part of developing the training plan with them, and we follow up and discuss learnings, make sure that real situations in the workplace are discussed in context of training that was received.
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