Live Chat on Essential Coaching Skills for Managers

Join Linda Miller of The Ken Blanchard Companies for a live, online chat today at 10:05 a.m. Pacific Time.  Miller, Global Liaison for Coaching at The Ken Blanchard Companies and a Master Certified Coach, will be answering questions immediately after her webinar on Essential Coaching Skills for Managers.

To participate in the online discussion, stop back here at at 10:05 a.m. Pacific Time. Try to arrive early because it may be crowded–over 1,900 people have registered for the event!

PS: There is still room for last minute participation in the webinar.  It’s free and registration is available online at:

30 thoughts on “Live Chat on Essential Coaching Skills for Managers

  1. Hi Linda – What are the most effective coaching methods to use for telecommuters, especially when they living in other countries/time zones and you can not always see them in person or even speak over the phone. Thank you.

    • Coaching works really well by telephone or skype. You really don’t have to be in the same room or face to face. I’m part of a virtual team and we do all of our work and coaching by telephone or skype.

  2. Will I be able to receive a certificate showing that we took this training. I will need to submit it to my supervisor. Thank you to Linda, David and Jake for this wonderful training.

  3. Hi Linda- The email reminder that Ken Blanchard sent me about this presentation said it would be at 10:00 MST. Unfortunately when I signed in at 9:50, the Webinar was already in Q & A. Is there a way I can hear a recorded version of this presentation, being it was at 9:00 MST, not 10 MST?

    • Hi Sheryl,
      I’m sorry about the confusion. I’m not sure what happened to cause that. The good news is that this event was recorded and it will be available at the Blanchard website no later than this Friday. Please let me know if I can follow-up with anything additional.

  4. I can see how coaching is a much better approach and I will be working on my skills in coaching. My question is:
    Can coaching be used in disciplining? for example I have an employee that is always negative about everything. I also have an employe that … for lack of better words, has major attitude towards her supervisor.

    • If the person is open to change, coaching is effective. Behavioral based feedback is a good way to start, followed by a question about the person’s commitment to making changes. If the person is interested in changing, then coaching can work. If not…..

    • This can definitely happen when the person has more knowledge than the manager / leader. How about coming up with some good questions like:

      Who else needs to be involved?
      What’s the worst case scenario?
      What risks do you anticipate?
      How will we mitigate the risks?

      What other questions would be useful in your situation?

  5. HI Everyone,
    You’ve probably noticed that there is a general Internet slowdown. WordPress, Twitter, FaceBook are all experiencing system issues. We would encourage you to keep trying to post your questions if you have time, or to check back later.

  6. Hi Linda,
    I enjoyed your presentation in the webinar today. I coach emerging leaders and have found that there’s a real eagerness to learn anything they can to make them more effective. I agree with your comment that Gen Y and Gen X leaders are more open to coaching. This is true with respect to how they manage as well as how they like to be managed.

    What tips do you have for helping a Gen Y/X leader talk with their boss who may not be using a coach approach when managing them? Thanks.

    • Hi Rythee,
      When thinking about conversations with a boss, it’s important to take into consideration a number of factors including level of trust, communication, relationship history, style and preferences, and then spend time determining the best approach. I find that many people barge into conversations rather than taking the time to plan the first few minutes of the conversation.
      I’d love to hear what others have to say about Rythee’s question. What tips do others have on this?

    • As we mentioned on the webinar, coaching is NOT for every situation. When a person doesn’t have the skills or knowledge, direction is needed. When the task or goal is new, that’s another place where coaching may not be as effective as giving direction. Coaching is best when the person has some knowledge, skill, or experience.
      Let’s see if others have thoughts on when coaching is appropriate….or not?

  7. Also from the webinar: When dealing with a call center environment and working with front line employees, would you use the coaching tactics when you meet with them during a one on one which is geared to help them improve their performance or should you use the me tactics?

    • One on one’s are a great time to use coaching, especially when the employee is bringing the focus for the conversation. Performance is one of those conversations that can either go toward coaching or toward direction, depending on how committed and motivated the person is toward making changes. If the person is ready to make changes, coaching is a great approach!

  8. Hi Linda—here’s another question from the webinar: What about when managers seem have a fear about losing the “expert” or “go to” status they have built up for themselves in their specialist field. Any tips?

    • This is an interesting question because managers may create dependency in order to maintain their “expert,” “come to me” status. This stymies others and can create a challenging work environment. I recently talked with someone who had just this situation. She was so frustrated with her manager that she was thinking of leaving the org. She loved the industry and the company, but felt trapped by a manager who was afraid to let her “fly.” In this case, the organization was losing key talent.
      Other examples of this?

  9. From the webinar: How do you work with a “repeat offender”. When you do use the coach approach, asking for their solutions to issues, etc. and they continue to fall short?

    • Hmmmm….not an easy question! It would be helpful to know why “they continue to fall short.” Is it a competence issue? A commitment issue? Motivation? Once you know what the “falling short” is about, it’s easier to address.
      And sometimes, although not necessarily in this situation, the person is in the wrong seat on the bus, or even on the wrong bus. That requires a different approach.
      Would love to hear other comments on this.

    • Coaching works really well by telephone or skype. You really don’t have to be in the same room or face to face. I’m part of a virtual team and we do all of our work and coaching by telephone or skype.
      Find times that work for all parties — may need to be flexible with this.
      Don’t make assumptions — clarify anything that seems odd as soon as possible.
      Be aware of the best method for communicating with the other person — does s/he prefer email? v.messages? text? Then use that method whenever possible.
      Let’s hear some tips from others!

    • Sometimes, you just have to do it! You have to make it a priority. In our coaching class, we do a short listening activity. When we debrief this activity, historically over the past 10 years, at least 10% of the population solves their own situations or comes up with new ideas if someone just listen to them for just 3 minutes. 3 minutes isn’t long! Sometimes, we just have to do it and notice what happens.
      P.S. This starts out painful…. and gets easier!

    • My big regret with this webinar is not addressing the question about where coaching fits within Situational Leadership II. Coaching connects well with the Situational Leadership II model. Coaching fits into the supporting behaviors. When using a Style 1, leaders offer high direction and low support. Style 2 leaders offer high direction and support. Style 3 leaders use low direction and high support, so coaching fits fully into this style. And when using a Style 4, leaders need to offer low support and direction because the person is self reliant with the task or goal. So, coaching can be woven throughout the model.

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