Study Document
Line Managers Coaching Guidance Essay
Pages:6 (1896 words)
Sources:6
Subject:Social Science
Topic:Change Management
Document Type:Essay
Document:#73441211
Coaching for Influence
Influencing others is an essential skill and competency in the present day work setting. It is imperative to learn how to influence others in a more efficacious manner so as to advance in different leadership roles within the organization. The following are guiding principles that need to be taken into consideration in coaching for influencing:
Pinpointing Precisely the Goal or Objective
In regard to influencing others, it is always important to start with the end in mind. That is, it is important to ascertain precisely what the goal or objective for influencing is. That is, being sure of what one wishes the outcome to be, what the influencing is meant to make the others do and also what any sort of change will look like. In the similar phase, it is essential to know your audience. That is, determining who they are, what is significant to them and how you will offer value and benefit. This is a key aspect of influencing.
Extensive Preparation
Preparation is essential in the aspect of influencing others. It is imperative to find out sufficient information as possible regarding the person or persons that one is trying to influence. This is bound to make the process much simpler. In addition, it is suggested for one to talk to and deliberate with others who have taken such a similar path and attained successfully. This also includes observing other leaders either in the organization or the community in its entirety who are largely influential. Ascertain what they are undertaking that is effective and successful (Amory, 2012).
Clear Vision
A key aspect of influencing others is ensuring that they are inspired with a clear vision. This takes into account making certain that the others correctly and completely understand the advantages of any of the propositions being made. This takes into account informing them what any sort of change will seem line and the advantages that it will generate. Influencing implies assisting them to paint a clear picture of what the forthcoming periods will be in their minds. In addition, the propositions given should be backed up by facts. It is important to be prepared with facts and data so you are more influential in stating your opinions. More often than not, persons become easily swayed by seeing that other persons who have adopted such changes have experience success (Amory, 2012).
Cultivating Strategic Relationships
A key aspect in this regard is to expand your sphere of influence by cultivating strategic relationships. The first step is scrutinizing the organization’s strategy execution performance. The second takes into account bringing together the strategic leadership team to be in line with the need to enhance the strategic implementation capacity. Third, there is the facet of ascertaining and evaluating the key components. Finally, there is the aspect of generating a change portfolio to improve the strategic execution capability (Franken, Edwards, and Lambert, 2009).
Showing enthusiasm
In the process of coaching for influencing, it is important to demonstrate interest. It is important to take note that the more one is committed, the greater the likelihood that the others will be ready and inclined to show support as well.
Readiness for Opposition
Imperatively, not all persons being influenced will follow keenly and immediately. There is the expectation of resistance. In this regard, it is imperative to extensively think about what oppositions persons might have towards your influencing. There are numerous aspects that cause resistance to change, for instance, fear of the unknown, ambiguity in whether the change will succeed and also experiencing…
…incorporated into the change process. These employees ought to be included in the process of planning and designing. What is more, the line managers ought to provide the employees with the culpability of training other employees. Lastly, there is a significant need for engaging employees in the evaluation and assessment process and in the development of continuous improvement plans. By engaging employees in the change management process, they become more inclined to listen to and embrace any propositions that are put in front of them (Institute and Leadership and Management, 2012).
Coaching Employees as the Transition through the Changes
It is important for line managers not to “talk the talk” but rather “walk the talk” by showing the desired behaviors and conduct and providing a workplace environment that embraces and facilitates sharing, learning, as well as continuous improvement. Secondly, the line managers should both inspire and motivate the employees in order to attain their complete and total potential and also eradicate any sort of barriers. Subsequently, the line managers ought to establish and set up action plans that will be beneficial to the employees in the process of transitioning during change management. What is more, the line managers have the duty to provide feedback on employee performance and underline positive behaviors and results. Most of all, it is essential for the line managers to recognize and celebrate success (Nevenhoven, 2019).
Developing Coaching for Individuals
Personal sessions will be necessitated by employees with particular tasks or issues. These can be personalized to individual problems in addition to best-fit coaching. They are beneficial in dealing with largely opposing employees by addressing their concerns personally and laying emphasis on self-interests of change. Whilst in the process of developing these face-to-face coaching sessions, it will be necessary for line managers to take into…
Sample Source(s) Used
References
Amory, D. (2012). Essential knowledge for personal coaches. Lulu. com.
Bareil, C. (2013). Two paradigms about resistance to change. Organization Development Journal, 31(3), 59–71
Bennett, J. L., & Bush, M. W. (2013). Coaching for change. New York: Routledge.
Franken, A., Edwards, C., & Lambert, R. (2009). Executing strategic change: Understanding the critical management elements that lead to success. California Management Review, 51(3), 49–73.
Institute of Leadership and Management. (2012). Influencing Others at Work. New York: Routledge.
Nevenhoven, J. (2019). Coaching Employees Through Change. Life Cycle Engineering. Retrieved from: https://www.lce.com/Coaching-Employees-Through-Change-1912.html
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