	Positive Change Consulting Improving performance through people. Newsletter 2/2005

In this edition: Coaching in the workplace Managers make a difference "Remember that the six most expensive words in business are: ‘We've always done it that way.'" -- *Catherine DeVrye*		Coaching in the workplace Judging by the media, coaching is becoming respectable. It’s no longer dismissed as a personal indulgence. Increasing numbers of business executives insist that coaches be included as part of their salary packages; and late in 2004, a trial group of principals in Victorian schools has been offered the services of trained coaches to help them develop their leadership skills. What is coaching anyway? Coaching is based on the understanding that, given the opportunity to reflect and a commitment to act, people are able to change the way they operate, to develop their potential, to achieve the goals they set. A coach does not set out to provide the answers, but has a responsibility to challenge thinking and question assumptions; to hold the ‘coachee’ accountable, not simply to be nice –within a formal structure and strict confidence. Coaching at work Coaching in the workplace is generally associated with executives, where coaches “act as discreet sounding boards, listening as senior bosses work through business strategy or…work on personal stuff..” to quote Good Weekend Jan 19, 2005. These senior bosses discuss strategic business decisions, staff management skills, how to lead change; they might prepare themselves for promotion and/or explore how to get balance into their frantic lives. But is there a place for coaching further down in the organization, in the school? Could all managers can benefit from coaching? Look at this list of high-priority needs for professional development, put forward by a group of middle-level manager/leaders: Team-building: what makes a team? how do you develop a team - create a positive climate, deal with negative people? How do you handle conflict – in various scenarios? What is working for me and what is not?; maintaining balance; looking after your health. Similar issues, at a lower level of the organization, but arguably more critical there. Some of the specific concerns included: “What do I actually say when…” and “ I don’t know how to encourage/confront a member of my staff who…” and “How do I help a staff member to…” These are the personal concerns that aren’t raised in a public training forum, where coaching could help. But is it really needed? Managers make a difference Line Managers critical to staff motivation The Chartered Institute of Personnel and Development (UK) has published the results of a major three-year investigation which looks at the HR practices, staff views and performance in 11 large organizations –Understanding the People and Performance Link: Unlocking the black box. One of the critical conclusions is that the most carefully thought through HR strategy is a waste of time unless it is embraced by line managers who have the skills and understanding necessary to engage and motivate employees…and, where effective HR practices are not in place, levels of employee commitment are up to 90% lower. [CCH May 19, 2003] Manager-staff challenges cost time and money Australian Businesses waste $1,118 for every full-time employee, based on the time managers spend dealing with poor performers, according to a recent report. This figure equates to a loss of more than $82 million a year for Australia’s top 50 private businesses alone. Conducted by UK research group The Future Foundation, the report, Getting the Edge in the New People Economy surveyed 700 managers and 2,500 employees across Australia, the UK, USA, Sweden, Netherlands, India and Hong Kong and found that Australian managers spend approximately 12 per cent of their time, or one hour every day, correcting others’ mistakes. [http://www.humanresourcesmagazine.com.au Feb 22, 2005] Leader as Coach/Mentor Program This program provides the foundation for the people management skills that all workplace leaders/managers need in today's complex work environment. For more information click here		Carnegie Services Pty Ltd T/A Positive Change Consulting ABN 96 095 506 924 Jennifer McCoy Director & Principal Consultant Tony Austin Director Administration Manager We’d love to hear your feedback. Jennifer McCoy & Tony Austin Privacy Policy Your name and address, if submitted to this newsletter, will not be used for other purposes. Why are you on this list? You could be any of the following: a client we’ve swapped business cards a member of MBN, BNI, or another networking group that we are part of. To subscribe or unsubscribe to/from this list, please click here.

Positive Change Consulting P.O. Box 543, Carnegie. Victoria Australia 3163 T. 613 9563 4028 F. 613 9569 6168 M. 0425 726 340 E. admin@positivechange.com.au Web:. www.positivechange.com.au		The purpose of this Newsletter Positive Change Consulting shows people how to build great leadership, manage change, develop people for business productivity – and restore balance to your life. In this newsletter we aim to alert you to the latest research into leadership, report people-related workplace news, suggest ways for encouraging staff involvement to improve your business and alert you to the things we are doing and the services we can offer you.	We welcome Contributions Please contact us if you would like to contribute to this newsletter. Just email or phone to share any experiences. Email here

Positive Change Consulting

Improving performance through people.

Newsletter 2/2005