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    The "How To" of Developing People
    The "How To" of Developing People
    The "How To" of Developing People
    Ebook57 pages44 minutes

    The "How To" of Developing People

    By Management Training Australia

    ()

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    About this ebook

    This book covers the essentials of developing people and teams

    Chapter one - The three primary development processes
    Chapter two - How to coach
    Chapter three – Three types of coaching questions
    Chapter four – The questioning sequence
    Chapter five - Empathetic listening
    Chapter six - Giving feedback
    Chapter seven - Performance improvement meetings
    Chapter eight – A coach’s diagnostic skills
    Chapter nine: Using a coaching model
    Chapter ten - Identifying high potential people
    Chapter eleven – Collective talents
    Chapter twelve - Team Development
    Chapter thirteen - Empowering teams

    LanguageEnglish
    PublisherWayne Back
    Release dateJan 2, 2015
    ISBN9781310488313
    The "How To" of Developing People
    Author

    Management Training Australia

    Management Training Australia conducts development programs for managers to assist in personal and organisational development. We use diagnostics and assessments, training workshops, planning sessions and coaching sessions to bring development to where it is most needed. Our training includes:Building leadership stylesCareer developmentChange managementChanging organisational cultureCreating and casting visionCoaching peopleDeveloping performanceDeveloping leadership attributesDeveloping thinking skillsEffective communicationEmotional intelligenceExcellent customer serviceFacilitating innovationIncreasing your influenceLifting workgroup climateManaging a teamMotivating peopleOrganisational communicationPersonality stylesProject managementPublic speakingStrategic planningStress managementTalent managementTeam developmentTime management

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      Book preview

      The "How To" of Developing People - Management Training Australia

      Developing People

      Management Training Australia

      Copyright 2013 Management Training Australia

      All rights reserved. Except for the fair dealing exceptions of the Copyright Act, e.g. for the purposes of study, research, criticism or review, no part of this book may be reproduced, stored in a retrieval system, communicated or transmitted in any form or by any means without prior written permission.

      All inquiries about this book should be made to answers@mtaustralia.com

      Information about keynote speaking, workshops and other resources, go to www.mtaustralia.com

      Table of Contents

      Chapter one: The three primary development processes

      Chapter two: How to coach

      Chapter three – Three types of coaching questions

      Chapter four – The questioning sequence

      Chapter five - Empathetic listening

      Chapter six - Giving feedback

      Chapter seven - Performance improvement meetings

      Chapter eight – A coach’s diagnostic skills

      Chapter nine: Using a coaching model

      Chapter ten - Identifying high potential people

      Chapter eleven – Collective talents

      Chapter twelve - Team Development

      Chapter thirteen - Empowering teams

      Chapter one: The three primary development processes

      "Tell me and I forget, teach me and I may remember, involve me and I learn." - Benjamin Franklin

      "The mediocre teacher tells. The good teacher explains. The superior teacher demonstrates. The great teacher inspires." - William Arthur Ward

      The preceding quotes refer to the three primary developmental processes that are used in developing people.

      Training is where people hear information in a group situation, through an online community or through the person’s writings. In this situation, people often need to figure out how to apply the information personally.

      Coaching is where we personalise knowledge for people and ensure that they are applying it.

      Mentoring is where we commit principles and our experience to people through a more thorough developmental relationship as we come alongside them to ensure that they have understood and applied their learning.

      We should also make sure we are being developed, we are developing others and ensure that the people we are developing are, in turn, developing even more people. In this way, we can ensure that development is ongoing throughout the various layers of our organization. To develop our team members, we should provide training, facilitate mentoring and ensure that our team members are receiving coaching.

      Team members can receive training by reading a book written by an expert, attending a seminar or course, through self-study, completing a degree or doing in-house training organized by our workplace.

      Team members can receive mentoring from an experienced person in the organization, an external consultant, a friend who has relevant experience, the Human Resources department, psychologists, financial

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