Mastering Team Leadership: 7 Essential Coaching Skills / Edition 1

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An outline of the seven essential skills needed for peak performance for teamleaders.
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Product Details

  • ISBN-13: 9780970460608
  • Publisher: Mark Kelly Books
  • Publication date: 2/28/2001
  • Series: Field Guides to Success
  • Edition number: 1
  • Pages: 204
  • Product dimensions: 5.50 (w) x 8.50 (h) x 0.47 (d)

Meet the Author

Mark Kelly, Robert Ferguson, and George Alwon are management consultants and executive coaches at Raleigh Consulting Group, Inc. They have been coaching executives, managers, and team leaders for over 20 years.
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Read an Excerpt

Chapter 4: Trusting the Team (a partial dialogue)

Sam is the Operations Manager for a company that manufactures a wide range of telecommunication devices. The company has a management team of seven team leaders and several additional staff members. The business is experiencing extremely rapid growth with severe demands on Operations to meet aggressive delivery dates.

Coach: Good morning, Sam. It's been a while since we talked.

Sam: Yes, several weeks. Hello, Rob. It's been insane around here. Would you like a cup of coffee?

Coach: Sure. Thanks.

Sam: E-commerce will either make us all rich or put us in an early grave. My department is getting stressed to the breaking point. Have a seat. New orders are coming much faster than we ever anticipated and Sales is promising our customers unrealistic delivery dates. We're working around the clock, seven days a week to meet the demand. We can't afford to get behind.

Coach: Success is stressful.

Sam: Yeah, but it beats failure.

Coach: I imagine people's nerves are a bit frayed.

Sam: Stress is one thing. This is a competitive business and we're all used to that. And in our first 360° feedback session, you told me my people like me for my motivation and drive. So I don't think this is about stress. I think there's something else going on, and that's what I want to focus on today.

Coach: Good. So tell me what's happening.

Sam: It's hard to describe, Rob, but I'm noticing much more resistance from my team leaders on several issues. Normally they jump on an idea and fly with it - I've got a great bunch of people here. But lately, they sort of ignore me,or halfheartedly debate an issue, particularly if it's me who brings it up. I just don't get it. It's like I've lost some of the respect I worked so hard to build up over the past three years.

Coach: Assuming you're right, any theories on why you've lost some respect?

Sam: That's what I can't figure out. I work longer hours than anybody in the department. If somebody's got a problem, I'm there to help. If I make a mistake, I don't cover it up. That's how I built respect with the others and that's still the way I operate.

Coach: And nothing in the 360° indicated that people are questioning your commitment or your support for others.

Sam: Exactly. There have been a few times I've lost my temper - I admit it - and I wondered if that's been making people feel different about me. But I don't think that's it either.

Coach: Nobody seemed to have an issue with that in your 360°.

Sam: Right. I think it's because when it happens, I apologize. I talk through the situation. There are managers here who blow up and then act like it doesn't matter. So if anything, I think the fact that I get angry and then acknowledge it and talk it out probably increases people's respect for me.

Coach: There's very plausible. So far it doesn't sound like you think you need to improve or change your demonstration of commitment or how you handle strong emotions on the job.

Sam: That's how I see it. But you're the coach. You've studied the 360° feedback report, and you've talked to some of my colleagues. What do you think?

Coach: I'm with you. I have not heard a pattern of feedback that would make me think these are the areas to worry about.

Sam: Good. Because I'm driving everybody pretty hard right now, but my assumption is that everybody knows what's at stake.

Coach: What do you mean by "what's at stake"?

Sam: The company's stock is doing fabulous. Sales and income have doubled for two years in a row. And if we can keep this up for another year, there's a good chance the company will be a takeover candidate and our future will be . . . well, the potential is enormous. We all win big.

Coach: And what's at stake for you, Sam? Besides the fortune.

Sam: There's a good chance I'll be made Vice President. Wait a minute. Do you think they might be jealous?

Coach: They're human beings. Is there a reason for them to be jealous?

Sam: For about the last month, I've been leaving early a couple times a week to handle some personal business. I've heard a couple of joking remarks by one of my team members implying I'm out politicking for the VP job. I blew off the comments. Or maybe I just didn't want to consider the implications.

Coach: Say more . . .
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Table of Contents

Introduction 1
Chapter 1. Leading by Example 9
Chapter 2. Interactive Listening 27
Chapter 3. Stimulating Innovation 47
Chapter 4. Trusting the Team 71
Chapter 5. Empowered Decision-making 91
Chapter 6. Nurturing Dialogue 109
Chapter 7. Solution-Focused Coaching 133
Conclusion 157
1. Team Leader Skills: Self-Assessment 161
2. The COACH Model 171
3. 360 Feedback Basics 177
Recommended Reading 189
Meet the Writing Team 191
Resources 192
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First Chapter

Chapter 1: The Application
Billy Mann came screeching into the driveway in his pickup truck, almost knocking over the trash cans by the curb. He slammed the door of his truck, grabbed a beer, and went out on the back porch.

His wife followed him out. "What's wrong?" she asked.

"Another layoff at the plant," he said looking away from her. "Three weeks this time, maybe six, with inventories so high. It all depends on car sales next month."

Elbows on his knees, he stared at the flaking gray paint on the floor between his feet. "I can't take this any more. This is the third time in two years."

His wife put a warm hand on his neck, massaging it lightly. "What are you going to do?" she asked.

"I don't know," Billy answered, lifting his beer to take a long draw. "The union can't help. I guess I'll have to look for work."

Billy hated the thought of losing his seniority at the auto parts plant, but he disliked the frequent layoffs more. with kids to feed and bills to pay he would rather have work he could rely on.

So the next day he made an appointment with Mrs. Morris at the unemployment agency. After reviewing his application, the counselor mentioned a new plant in town.

"This isn't exactly your field, but I think it has possibilities," she told him. "Clear Lake has only been in the area six months. They make cereal boxes."

"That doesn't have anything to do with what I've been doing for the last five years," Billy said.

"Well, your technical experience will certainly carry over, but Clear Lake is more interested in the type of people they hire than in previous experience. Another thing that's unigue about their system isthat there are no supervisors."

"Who runs the factory?"

"The employees. They have what they call self-managing teams."

"That sounds crazy," Billy said, shifting uneasily. "What else have you got?"

"That's it, " she said, closing the file. "Nobody is hiring now. And you're not the first person who's been in here asking.

"Okay," said Billy, standing up. "I guess I'm interested. I'll go and fill out this application so we can set up an interview."

"I have to warn you that applying for this job isn't quite that easy. The plant is hiring twenty-five more people and you're one of three hundred applicants."

Billy felt a sinking sensation.

"They plan to cut that number to one hundred before they start interviewing," she continued. "You'll have to take tests for mechanical aptitude, perceptual speed, math skills, and communication skills. If you make it into the final pool, you'll be invited to interview with a team of managers and employees at the plant."

"Sounds like a full-time job just to get in the door," Billy said gruffly.

"Maybe so, but I've heard good things about this place," she said.

Billy took the application with him and set up an appointment to take the tests the very next day."
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Sort by: Showing all of 9 Customer Reviews
  • Anonymous

    Posted January 15, 2006

    Good Dialogues

    Each chapter in this book illustrates a coaching skill with a dialogue between a coach and someone working on this skill. These are very good dialogues that really give you a good sense of what coaching sessions are like.

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  • Anonymous

    Posted April 17, 2001

    Mastering Team Leadership: 7 Essential Coaching Skills

    Being an effective manager isn't easy, but this book touches on what may be the most important dimensions of managerial leadership. I particularly liked the clear, straightforward language. The book just tells it like it is. <BR><BR>It's quite easy to read--even entertaining at times. Which is amazing, because the points it makes are so useful, so on-target. <BR><BR>I'd recommend this book to anyone who serious about kicking their leadership skills up a notch

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  • Anonymous

    Posted April 17, 2001

    Mastering Team Leadership: 7 Essential Coaching Skills

    <BR><BR>A practical, yet entertaining read. Boils down a complex subject into something I can use. <BR><BR>The cartoons were good. I'd recommend it to anyone in the coaching business.

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  • Anonymous

    Posted April 17, 2001

    Mastering Team Leadership: 7 Essential Coaching Skills

    <BR>This is an easy read that provides very useful information to those trying to develop or enhance coaching skills. <BR><BR>I found the information to be easily put into practice in the real world.

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  • Anonymous

    Posted April 20, 2001

    Mastering Team Leadership: 7 Essential Coaching Skills

    <BR>This book is a good introduction to the idea of 360° feedback, as well as coaching skills. Each of the 7 skill areas have about 10 behaviors or competencies that go with them. And the self assessment makes a good first checklist of skills in a 360° assessment. <BR><BR>All of the managers in our company will go through a 360° feedback process this year for the first time. I'm going to give this book them to warm them up to the idea.

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  • Anonymous

    Posted April 20, 2001

    Mastering Team Leadership: 7 Essential Coaching Skills

    <BR>Move over Stephen Covey. Here come seven more habits for team leaders to be coaches. A good treatment. This one is very focused and practical. <BR><BR>Not nearly as wordy and flowery as Covey. It's not really a duplication of Covey because it is focused on coaching skills in particular

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  • Anonymous

    Posted April 20, 2001

    Mastering Team Leadership: 7 Essential Coaching Skills

    <BR>A great book for new or experienced coaches, especially those who work with teams or team leaders. And it's hot off the press..

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  • Anonymous

    Posted May 11, 2001

    Mastering Team Leadership: 7 Essential Coaching Skills

    <BR><BR>Kelly and company hit the market with another good one. The authors help you examine your own leadership issues in a series of cleverly crafted dialogues. The dialogues represent authentic interviews in a real life context between a manager and an executive coach. <BR><BR>Ask yourself: 'Have you ever known that you are supposed to act as a coach in a particular situation, but not known how to really do that?' If so, the answer to that question and more on coaching is covered in this book. <BR><BR>Along with the dialogues are descriptions and examples of the behaviors that a good coach elicits during those difficult conversations with team members. <BR><BR>Buy it, read it, do what they suggest. You'll become a better coach and a better leader.

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  • Anonymous

    Posted May 8, 2001

    Great Refresher

    I enjoyed the case approach. The points covered in the book were a great refresher of key skills required for being a leader. I have also shared this book with others who are just beginning to understand the dynamics of team leadership.

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