Читать книгу Group Coaching and Mentoring - Linda Algozzini - Страница 26

The manager would also see potential benefits. They include:

Department outreach- The manager needed a systematic way to shift the department which was geographically dislocated.

Encouraging Departmental Improvements- With the department connecting peers, the manager could use this to help individuals and groups improve their processes and challenge one another to grow. This would result in department-wide improvements and employee buy-in.

Uniform information- The department as a whole would be receiving uniform information. This would allow for the department as a whole to move with a single voice with the same information to everyone. They would also have the opportunity to have small group discussions of this information to make it more meaningful.

Common goals- Through connecting the employees, the department could move toward common goals throughout the year. By working in teams, they could have goals to meet as a small group that all contribute to the overall goals of the department.

1:1 coaching sessions- By implementing the model she was starting to envision, the manager would have the opportunity to have individual coaching sessions with each employee. This would help to support each individual’s work and help to further each individual employee’s relationship with the manager.

Group Coaching and Mentoring sessions-One of the main goals to this change model was the ability to coach groups of employees at one time. This facilitates the ability of the director to model, guide, and instruct each group on how to bring the theoretical into applied practice. The ultimate goal would be natural and authentic engagement among peers and interactions with consumers served.