How to Succeed as a Manager: Coach for Results
What you'll learn
- How to develop a coaching management style to get more traction at work
- Strategies for leading naturally, in a way you and your people enjoy
- Tools for more effective communication
- How to enable your people to work things out for themselves
- How to cultivate higher performance in people, teams, projects and organisations
- How to generate excitement and commitment to big goals
- Willingness to try new approaches and learn as you go
- Come with an open mind and an expectation that your thinking will be challenged
- Understanding that a team’s culture emerges from what you as manager say and do
I created this course for younger managers who’ve been promoted on their technical or problem-solving skills but who haven’t learned the ‘soft skills’ of people management and worry they might flop as a result. (This was me for the first 20 years of my career as an engineer and manager)
It’s also for mature managers who need to upgrade their management style to get something new or out-of-the-ordinary done. You’ll take your team to the next level when you stop controlling and start coaching.
You’ll learn how to incorporate basic coaching techniques into your management style. Based on the International Coaching Federation’s competencies, the techniques can be used right away to get tangible results.
When managers coach, they enable their people to think for themselves, which means they grow in confidence and capability, and they start really enjoying their work.
Wait, is it okay for managers to be coaches?
Yep. In fact, it’s essential.
For years, consulting giant Gallup has studied the links between low staff engagement and poor productivity in companies around the world.
In 2017, Gallup chairman Jim Clifton said 30-year-old management practices were creating an epidemic of stress and burnout, and was the reason global productivity has been in general decline for decades.
He insisted that companies should phase out command-and-control managers and bring in coaches able to hold high-development conversations.
It would, he said, ‘boom productivity and save the world’. (Jim Clifton, Chairman’s Blog, ‘The World’s Broken Workplace’, Gallup, 13 June 2017)
Why am I qualified to teach this course?
Because I lived the transformation.
For 20 years, I was a tough, command-and-control project manager rising through the ranks of national construction companies.
Once, I saw ‘Dave Stitt is a b*****d!’ scrawled on a site toilet wall, and I was proud.
Then I was introduced to coaching when I led a number of big company transformation programmes, and I’ve never looked back.
Today, I’m a Professional Certified Coach, and have spent over 20 years coaching company boards and major project leadership teams.
I created the course so you can avoid the stress I felt, and caused, for all those years.
What do people who’ve taken the course say?
They love it.
Many young managers completed the course, and I wasn’t prepared for the avalanche of positive feedback I got. Some of them agreed to let me tell their stories.
Nathan Oliver, a sought-after freelance architectural technologist, said the course prepared him finally to take on staff and grow his business.
Alexandra Smith and Holly Williams are business development managers for a national company. They said the techniques boosted their confidence and helped them hold better conversations to secure the help they needed from more senior technical people.
Alex Young is a rising star at a national water company who turned to command-and-control management out of fear that something would go wrong. ‘I essentially tried to turn my team into robots, or messengers, or go-betweens, acting purely on my instructions rather than trusting them to think and make decisions for themselves,’ he said. It worked for a while but soon he was burning out.
He credits this course for giving him strategies for getting results through his team, not in spite of them.
Civil engineer Michael Fisher said he’d drifted into the habit of command-and-control management (as I did) because he was unaware of alternatives. Relationships in his team were deteriorating as a result.
‘I will use these tools for the rest of my career!’ he told me.
Care for a taste?
Here’s a little example of what the course teaches.
When managers switch to coaching mode, they initiate a particular type of conversation called the coaching conversation.
It has a beginning, a middle, and an end, each of which needs correct handling.
One lesson shows you how to prepare for ending the conversation mid-way through it, the way pilots get ready for landing long before they tell the cabin crew to buckle up.
This allows for smooth endings, with both parties satisfied and ready to go, which you need because suddenly announcing ‘That’s it, time’s up!’ is jarring and unpleasant.
That’s how practical and no-nonsense the course is.
Coach for Results gives you exactly what you need to develop your leadership skills on a secure and sustainable foundation. It’ll guide you every step of the way as you become a confident and effective coach-manager.
The course has 20 short videos each with a recommended activity. I'd suggest you do two per week making it a 10 week course, though all the material is available at the start so you can go at your own pace. There is also a Workbook to capture your thinking and learning as you go, this becomes a record of your learning journey.
The only thing left to do is sign up!
Ps and there is my Coach for Results book, it's available on Amazon.
Who this course is for:
- Young managers keen to build their leadership skills on a secure and sustainable foundation
- Managers of any age who are burning out because they’re trying to control everyone and everything
- Managers who are stuck and need to harness the energy, intelligence and commitment of people around them to achieve big things
I’ve been in the construction industry since 1976, starting off as a junior engineer and working through the ranks to business board level. In 1996 I was trained in coaching as part of an organisation transformation programme. This changed my career direction and for the last 25 years I have been coaching teams and executives leading big business and big projects.
Personal development is one of my values; I have been ‘in training’ almost continuously since 1976. My first degree is in civil engineering; I am a chartered civil engineer (MICE), a chartered builder (FCIOB) and a Professional Certified Coach (PCC) with the International Coaching Federation - The Gold Standard in Coaching. And currently I am nearing Master Certified Coach with the ICF.
I am the author of five books, most recently including: Coach for Results and Stop Managing Start Coaching.
As a regular columnist for Construction Manager Magazine I focus on practical aspects of management and leadership and how to get the best out of people and teams, drawing on my personal experience as coach, industry practitioner and leader.
I believe that ‘things’ can be better for people in industry and when things are better for people in industry then industry is better, changed for the good. This is my business mission - to change industry for the better and I am doing that tiny little bit by tiny little bit one project and one business at a time.
As part of my mission I have created the Coach for Results course to teach the essentials of a coaching style of management to those moving from a technical into a managerial role and to incumbent managers wanting to improve their effectiveness in dealing with people.
Physical fitness is another of my values, I am a former GB triathlete and am now a competitive indoor: cyclist, rower and swimmer.
I am the father of two creative sons and husband of a fellow educator who works with children with learning difficulties. I live in the North east of England.