At different times, each person on your team will need you to be a coach, mentor, and sponsor. What is the difference? How can you identify their needs and meet them appropriately?
- Developing talent is a critical aspect…of your role as team manager.…At different times, each person on your team…will need you to serve as a coach, mentor, and sponsor.…So, what's the difference?…According to Catalyst, a coach speaks to you,…a mentor speaks with you, and a sponsor speaks about you.…Let's take a deeper dive…into each of these distinct and important roles.…As a coach, you provide developmental feedback…to the people on your team.…
This feedback can be about contributions to team efforts…and also tied to specific skill development.…For example, let's say you have a high performer…on your team, Sam, who writes great reports.…However, whenever Sam needs to present updates,…he lacks confidence and poorly communicates…the ideas he so beautifully articulated…in his written reports.…As a coach, you can provide Sam with feedback…on his presentation skills…and resources to help him improve.…
In coaching relationships,…the feedback is often unsolicited.…Sam might approach you for help,…but if he doesn't, you can offer it.…
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Managing a team of people in the workplace requires continuous learning for today's managers and team leaders. Learn how to bring out the best in your team, in this course with Kelley School of Business professor and corporate consultant Daisy Lovelace. Daisy explains how to set shared goals, delegate tasks, manage performance, and develop each member of the team by providing feedback and training. Instructor Daisy Lovelace also addresses the challenges and solutions to managing different types of teams: virtual, global, intergenerational, and cross-functional. Plus, find out how to manage difficult behavior and underperformance.
- List the best arrangement for delegating responsibility.
- Recognize the characteristics of the five phases of the team development cycle.
- Explain the importance of taking time to build genuine personal relationships with team members.
- Identify the element that begins and ends the development cycle.
- Determine when to CC someone on a message.
- Recall the benefits of organizing venues for casual or informal contact among virtual team members.
- Summarize the steps to take following a discreet meeting with a difficult team member.