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The Communication Problem Solver 24

The Communication Problem Solver 24. Managers need top-flight communication skills to keep their staffs productive and collaborative. But often, those who manage lack the ability to get things back on track once miscommunication occurs. This book helps readers analyze their communication skills and challenges and explains how they can use simple problem-solving techniques to resolve the people issues that derail productivity at work. Easily accessible and filled with real world management examples. This no-nonsense guide is packed with practical tools to help any manager be immediately effective, as well as a handy list of common communication problems and corresponding solutions | Leading Collaborative Conversations asking coaching. If employees do not learn to take full control of their jobs the manager s time will be sucked away. The manager will have little time to do strategic thinking and the level of work appropriate to his or her position and grade. So although asking coaching takes more time initially in the long run it saves time. Eventually employees learn to ask themselves the questions necessary to come up with effective answers. When to Use Telling Coaching Telling coaching communicates both what is expected and how to get a task done. It is a supportive tool to use because employees can feel confident that they are doing something the correct way when there is only one way to do something. Suitable times to tell a direct report how to do the task are For routine repetitive tasks for example order fulfillment and purchase order follow-up For standard reports for example expense reports When procedures and policies are already defined For new task assignments When deadlines are looming When setting goals corporate goals from upper management When following instruction manuals for machines For Standard Operating Procedures SOPs When introducing new policy During emergency crisis situations when there is no time for asking coaching For simple tasks with no room for interpretation For impromptu projects with no lead time For anything with legal or compliance ramifications when it must be done a certain way For health and safety issues For disaster planning 212 Compelling Coaching Techniques When directed by a boss to do it a certain way and passing it on to your direct report When telling guidelines for company objectives When setting expectations When choosing the direction telling after ideas are generated For performance improvement plans For new hires During some training for example using software operating machines When asking coaching fails and the employee is demonstrating a performance problem When dealing with a timid .