Team Coaching : : Change
Management : : Executive Coaching
Is your team up to the challenge?
Change Management often applies to (re)new(ed) organisations whereby
new management and directors/managers are put in charge. Each manager is of course
responsible for his area. The managing director looks after the overall management
of the company and its managers, while the sales director is looking for sales development
and sales profitability, the production or manufacturing Director for an efficient
production scheme delivering on time, the finance and administration director for
a sound financial management and so on. Whilst each of these activities is essential
to run the business with success, experience learns that it is not enough. Each of
the main responsible managers has to pay attention to the overall development of the
company, to the main concerns, difficulties and opportunities that their straight
colleagues are facing in their daily core activities. One can state that a responsible
senior line manager spends 75% of his/her time to the department or division he or
she is responsible for AND 25% on the activities of the other departments and of the
company. In order to do this, it is obvious that the managers have to become a team,
knowing each other, the strengths and the weaknesses of the colleagues. This is not
a simple exercise that can be practiced within the company environment; the company
is assembling under one unit different kind of interests fighting against each other.
A sales manager always believe that
the production is not fast enough to deliver the customers and the production director
always believes that the sales manager sells products which are not foreseen to be
produced. The sales manager believes that he needs financial means to invest at the
customer's premises but he cannot get them from the director finance. The Finance
director doesn't understand that the sales director doesn't help him to improve the
accounts receivables, the sales director being afraid to loose customers if he does
so, and so on.
The best way to get managers knowing each other better is to have them together out
of the company environment, assigned at an objective task, taken also out of the common
company environment that they have to fulfil together.
Why not taking these managers on board of a sailing yacht? Arriving in the morning
or even the evening before, they receive a destination from the skipper and
the tools to build-up their strategy in order to get there. Once the strategy is established
and the tasks to perform on the individual level assigned to each team member, the
skipper sails the yacht out of the harbour. Once the yacht is out, he leaves the conduction
of the boat to the designed team member. He stays on board for obvious security reasons.
At lunch time on board or in a harbour, a first debriefing takes place in order to
improve the performance on the way back. Sailing gives the opportunity to perform
a global task - going from one harbour to the other, eventually with return-, to define
tasks to each member of the team according to the strengths needed and the available
resources, to monitor the progress. In the mean time, and in between two manoeuvres,
people have time to exchange experiences, preferences, difficulties related or not
with the job, the journey or what ever. They actually get to know each other. A thue
and successful experience offered by Act Management, customised to the customer needs.
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Planning and managing change, both cultural and technological, will be one of the
most challenging elements of your project. Understanding the key areas of change management,
and the associated traps and pitfalls others have encountered, is critical to your
Act Management will assist you to:
Manage the human side of change, not just the business side.
Develop a change management strategy for your project.
Actively manage resistance to change.
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Using simple but extremely effective coaching models in order to develop both employees
and teams Act Management will assist you to produce motivation, capability and increased
Act Management will assist executives and managers to:
Contract their role as a manager with their employees so as to quickly manage expectations
and get the relationship off to a great start.
Build quick rapport with employees so as trust and openness are part of the relationship
from the start.
Understand the concept of management coaching and how the manager, employee and company
can all benefit.
Give effective and constructive feedback to employees.
Identify and Manage stress.
Motivate their employees and teams.
Learn how to induct new members to the team effectively.
Support their teams through difficult times by understanding the development stages
of teams and how to move the team through them.
Review real life case studies of managers.
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