Speaker A We talked about manager planning something that a manager cannot delegate. Same thing goes. Coaching is your ability to identify what the needs of your staff are and to develop them so that they can be fully competent in the role that they occupy in the organization. And the key, the reason I'm using that precise language is the role is a lot of times we talk about development into future roles in the organization. Coaching is the work of a manager. Developing people for future roles is the work of the manager once removed, or the manager's manager. You're not familiar with Mor term. So I, as a manager, are accountable to help my staff to the fullest extent possible for them to do the work that I've been assigned, plus to do the work that's identified in their role, document job description. Because, remember, we have a fully organized requisite organization where we have the structure, we put the roles in place if you want to be successful. And now we put people into those roles. So it's a complete requisite organization. So coaching is how I bring full utilization quickly on that some of the tools you can use as a coach. I mean, it's not a matter of only training. It's a matter of experience. I can have you work with a more experienced one of your members of staff to get that knowledge. I can have you train some members of staff so that you're exhibiting some of your knowledge and it's building your breadth of knowledge and skill. So there are many things you can do there are many, many things you can do as a manager to coach and build competency within your staff. And we can talk about coaching for a long period of time. But the idea is it is your work, it is the work of the manager. And you have to again, what are some of the criteria looking at? Again, the idea is, why are we coaching? Understanding that you have remember, we have those one on one meetings. We have to know our people well enough. We know what makes them tick. We know what reinforces them. We know what positive reinforcement and negative reinforcement. We know what triggers their error in order to move them forward and to recognize it for good work and to be clear about the consequences of the fact that work isn't of stuff. And what do we do? Corrective action do we take on this? So the whole idea of coaching, I look at it as a positive. I look at coaching as being a fossil. I look at as a developmental opportunity to make my staff the best possible unit I can have so that we can take on any task that we're given to them. Process. And this is just a typical type coaching process. Close sam.
