Countermeasures And Suggestions Of Coaching Leadership In Enterprise Application

It is worth thinking about how to achieve targeted management of enterprises.

Whether you are an employee or a boss, you must create a leadership of your own.

Experience all the past attitudes and habits that limit your personal or business development and reflect on your mental models.

You will find change.

No matter where, regardless of when to investigate, no matter what kind of industry you are targeting, 60% to 75% of employees will think that the biggest pressure and worst feeling in their work comes from their direct supervisor.

Experience all your past attitudes and habits that limit your personal or business development, and reflect on your mental models and management decisions.

Small and medium-sized enterprises have made great contributions to China's economy.

However, in the post financial crisis era, the pressure from various challenges and market competition is increasing. It is urgent for small and medium-sized enterprises to reflect and find ways to break through.

Therefore, enterprises urgently need to innovate management technology tools, find more effective tools and technical means to develop the value of human resources and enhance their competitiveness.

First, coaching leadership.

It is a management tool aimed at setting up common vision, adjusting staff's mental mode, stimulating employees' potential, improving employee professionalism, and ultimately achieving higher performance of enterprises and individuals, achieving win-win results between enterprises and employees, and achieving a win-win career and life.

By directing enterprise management, we can help enterprise human resource management develop staff capability at the strategic level, tap the depth of human resources of enterprises, give full play to the active and positive attitude of employees, enable enterprises to develop towards higher performance, establish a people-oriented corporate culture, and create a competitive strength "soft power" for the sustainable development of enterprises.

Coaching leadership is an operable tool. The coaching process can be divided into four steps: clarifying goals, reflecting the truth, changing mentality and action plans. These four steps form an effective closed loop.

Two, the introduction of coaching leadership in the management innovation of small and medium enterprises

After more than one

With the introduction of coaching leadership, we are pleased to see that the mentality of employees has changed from passive standby to proactive, and their potential and creativity have been stimulated and the ability to solve problems has been greatly improved.

The development goals of the enterprises are clear, the plans are clear and orderly, the performance improvement of all departments is very obvious, and the turnover rate is greatly reduced.

Through coaching leadership, many employees have a new understanding of their work, and also have a new thinking on the planning of life and career.

The introduction of coaching leadership into enterprises is a relatively large project and a long-term project.

From a macro point of view, the internalization of coaching culture generally takes at least a year or so for the obvious performance of corporate culture and coaching leadership.

To maintain a sustained effect, we must constantly revise it and continue to improve it.

The corresponding path of introducing coach leadership into enterprise management is: customizing the import plan -- starting the import plan -- implementing the import plan -- evaluating the import plan -- correcting and upgrading the successor plan.

The introduction of coaching leadership into enterprises will be carried out in four stages.

The first stage is to import into senior managers.

Training and teaching senior managers through external professional coaches helps senior managers understand, experience and master coaching skills.

In the second stage, the senior managers who have coaching leadership have the practice of teaching.

The third stage will be external professional coaches and internal coaches (senior managers) to train other managers and key employees to master coaching skills. In the fourth stage, coaching leadership will be popularized to ordinary employees in the enterprise. Finally, a good situation will be formed for everyone to be taught and everyone can coach, so that coaching culture can become the mainstream culture of the enterprise. Coaching leadership will become the routine technology of employees. In the process of coaching others and being taught, we can tap the potential of human resources, develop the value of human resources, and enhance the project objectives of organizational performance.

Three, the question of instructor leadership in enterprise application.

1, the enterprise culture foundation is thin, the management idea is backward, the coach type leadership promotion is still relatively superficial.

The management concepts and means of small and medium-sized enterprises are relatively backward. The development of enterprises lacks planning, and the construction of enterprise culture is very weak. The mission and values of the enterprise have no appeal to employees, and the employees' goals can not match with the objectives of enterprises.

The overall quality of human resources in enterprises is low, and training and development are almost blank. Therefore, it is difficult to understand and promote coaching leadership in depth, and can only be carried out step by step.

2, the concept and support of top leaders need to be strengthened, and coaches' abilities and teaching skills are low.

The application of coaching leadership has not been mature enough to draw lessons from. The ability of coaches and the cognition of coaching leadership and related tools are not professional enough. In the process of teaching, traditional instruction management methods are sometimes mixed, resulting in a partial impact on teaching effectiveness.

3, the supporting mechanism of coaching leadership management is not yet perfect.

Due to the lack of a sound management system and corresponding communication and trust mechanism in small and medium-sized enterprises, the corresponding incentive and development needs of the coaching process can not be met, and some opportunities have been lost, which has weakened the effect of human resources development.

Four, countermeasures and suggestions of coaching leadership in enterprise application

1. Clear enterprise planning and objectives

The first issue of enterprise coaching leadership is to clarify goals and clarify objectives, including: enterprises themselves need to plan their strategic objectives and plan the development process of enterprises according to their own conditions, combined with the characteristics of market competition and the cycle of enterprise development. They also need to plan their own careers for their own future according to their strengths, weaknesses, plans and challenges.

A ship without direction will not be following the wind. Enterprises and employees will have a clear direction for the future so that the team will have a sense of direction. At the same time, employees will feel the meaning of their work in order to feel the value of their existence.

2, establish a manager's humanistic concept and implant coaching culture.

Using coaching leadership to develop the value of human resources and achieving team building and performance take-off, top managers must change the concept and mindset of employees who only regard employees as "tool people" at present, adhere to the people-oriented concept, set up the concept of humanistic coaches, improve their quality and coaching skills, and always respect respect for coach culture, and promote the promotion of coaching corporate culture in the company.

At the same time, it helps to build an introspection of ourselves and break through the values of excellence. Employees are in the process of achieving their own value in the work of enterprises. The implantation of coaching culture is conducive to achieving the win-win situation of joint development of enterprises and employees.

3, enhance the coach's ability.

The coaches' teaching methods are different from those of the managers. They must have four abilities of coaches, understand the four steps and other related skills of coaches. The company must carry out professional training for these coaches' teaching techniques, and follow up their actual teaching process on time, and feedback on the effect of teaching at any time, and urge coaches to continuously improve their teaching ability, so as to ensure the quality of coaches keeps stable.

4, establish a complete set of human resources system and mechanism.

While carrying out the teaching technology, we must establish a scientific human resource management system, which can carry out the coach's results in the aspects of staff innovation, training development, salary performance, career planning and so on.

For example, employees put forward relevant improvement proposals in the process of making and achieving goals. The company should formulate an activity system that advocates enterprise improvement suggestions, reward and encourage improvement actions in time, attach importance to the suggestions for staff innovation, timely feedback and effective utilization.

The process of coaching is mainly through communication to complete interaction and feedback, so enterprises must establish good communication mechanism and trust mechanism.

Five, research conclusions

The problems in the development of enterprises are not solved overnight. The establishment and promotion of teaching culture need to be persisted for a long time, and the overall promotion should be emphasized so as to avoid enterprises' "catching up with fashion". Because of the popularity of teaching technology and blind development, formalism is going through the motions, which is deterred from the real need for continuous follow-up and improvement.

Reform needs to solve many problems and obstacles. The greatest resistance of corporate change often comes from abandoning goals and deviating from the track. Therefore, we should pay more attention to the implementation, and any management method will show some lag effect in the process of application, but as long as we persist, it will be effective.