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Submitted by: CMOE Team

The cornerstone of success is providing for the requirements of subordinates with good leadership coaching. At a recent pharmaceutical convention, managers who weren’t trained in the Eight Step Coaching Skills showed inferior performance to those who were, giving evidence of this fact.

However, it is not simply a case of training. A good coach needs to be able to withstand the daily pressure. It requires knowledge of the methods plus the guts to broach touchy and essential issues with the team. It takes time, an indispensable commodity in a DMs schedule.

Managers risk conflict and argument when coaching, especially when an employee accomplishes below par. The regular and rigorous application of coaching skills is needed to bring effective outcomes.

Is there a variation between Coaching Steps or Coaching Skills? Obviously, the heart of the Eight Step Coaching Model is composed of skills. The primary concentration on skills and behaviors differentiates the Eight Step Coaching Model from other coaching models.

For instance, we label the first step “Be Supportive,” and it works around skillfully listening, offering recognition, and strengthening collaboration. Similarly, the second step, “Define the Topic and Needs,” asks the manager to possess good feedback techniques, appropriate questioning and inquiry skills, and the ability to define and lay out expectations.

The word “steps” just entails that there is a building process in progress when you coach. That there is a sequence to be followed is what the word “steps” implies. It does not mean that every time you discuss with a team member you need to go through each step. There will be instances when you will have to modify.

Some circumstances require that you coach quickly. You can concentrate on the goal and the topic in these situations. Yet other situations will require you to spend time to discuss more steps and focus on other skills.

If you wish to speak with an employee on a wider topic, such as teamwork, goal attainment, or involvement in meetings, you will definitely need to spend more time and pull in more skills or steps. The key is flexibility. You need to know the steps or skills in detail and then base on the steps what are appropriate for every event. As you practice the Eight Step Coaching Method and use it often, you become more at ease. The more you apply the model, you barely realize that you’re even following the process.

Do not be misled by the labels. View it as a process that contains specific factors or skills and do not look at coaching as a strict, formal process. As a fact, research proved that the Eight Step Coaching Model is more often used by supervisors in casual encounters, as opposed to formal ones.

A formal coaching allows you time to plan ahead, so you can review the model and choose which steps you could use for the situation. On-the-spot coaching, however, calls for selecting the steps to apply as you progress.

Coaching is a vital part of a DM’s responsibilities. We get results through the efforts of our employees. The most non-supportive thing we can do to an employee is to “not coach.” By coaching, you have the chance to bond with your representatives. In fact, this is a reason why most employees quit their jobs. To stay successful, all companies need to endeavor to take care of their good subordinates.

If you’d want to learn more about leadership coaching or other CMOE management training programs, please call a Regional Manager at (801)569-3444 or check out the website at www.cmoe.com..

About the Author: Steven Stowell, Ph.D., as the writer encourages you to visit

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