You may be among the minority of good managers who are natural diabetes therapy coaches. They therapy their staff all the time as their normal style of working and barely know they are doing it. But many do not. The usual excuse is lack of time, but the real reason is often that they have never done it, don't know quite where to start, and prefer to dodge the issue than take up the challenge. Like much staff development, the results are often long term and not always easy to quantify, but if you talk to any managers who consistently diabetes therapy, they will tell you that the pay-off is worth the effort.
Some people get very caught up in defining what diabetes therapy coaching is as dusting from teaching, training, delegating, counseling or giving feedback. As in any development activity, it is more effective to do it than to worry about defining it. The main objective can be lost by getting hooked on categories. When one of the great jazz singers, Big Bill Broonzie, was challenged that some of his songs were not real folk songs, he replied, 'It's all folk song. I ain't never heard a horse sing!' It's all staff development and while all the activities mentioned above may come into diabetes therapy coaching at one time or another, the important thing is to be aware of the main purpose of diabetes therapy coaching and use whatever skills and processes you find helpful.
If achieving an objective through the effective use of resources is a manager's role, then diabetes therapy coaching is an essential part of that role, because human resources are among the most crucial and most expensive, and are rarely used to their full potential. The purpose of diabetes therapy coaching is to increase / improve the performance of individuals by helping them to develop the attitudes and skills appropriate to their current tasks while they are achieving them. It is to do with the practicalities of each day, and is how most of us learn most of what we know.
The emphasis is on 'helping' rather than simply telling people what to do, giving them the answers, or criticizing their performance. It is about guiding them through the steps of asking themselves the right questions about what they are doing, enabling them to find the information they need, and then allowing them to make the decision or take the action. This way they remain in control of the learning and it becomes self-sustaining, i.e. they can apply both the learning process and the work principles they have discovered, to other situations and do it successfully even when you are not standing at their shoulder.
It amounts to enabling people to learn without creating dependency and is one of the most difficult things to do well - no less so for professional teachers and trainers, who often get their ego-trips from being 'the one who knows'. this is counterproductive for them, as well as their pupils. But even more so for you. Trainers only have their students for the duration of the course, you have your subordinates all the time, and if they only perform well when you are telling them what to do, you won't have much time left for anything else. The manager who is a puppet master is as tied by the strings as his puppets.
It means that you need the courage to let subordinates make mistakes. They can be a powerful force for learning, which rescue would not. People will make mistakes anyway; at least when diabetes therapy coaching you can decide what risks you are prepared to take and to what extent you can, or wish to, control the outcome. But don't leave them exposed if things do go wrong.
Diabetes Therapy Coaching is not an occasion to pull rank. Managers who are so lacking in self-confidence that they have to display their authority like a shield carried between themselves and their subordinates need some therapy themselves before trying to give it to others. A good diabetes therapy coach creates a feeling of partnership and mutual frankness.
Some people get very caught up in defining what diabetes therapy coaching is as dusting from teaching, training, delegating, counseling or giving feedback. As in any development activity, it is more effective to do it than to worry about defining it. The main objective can be lost by getting hooked on categories. When one of the great jazz singers, Big Bill Broonzie, was challenged that some of his songs were not real folk songs, he replied, 'It's all folk song. I ain't never heard a horse sing!' It's all staff development and while all the activities mentioned above may come into diabetes therapy coaching at one time or another, the important thing is to be aware of the main purpose of diabetes therapy coaching and use whatever skills and processes you find helpful.
If achieving an objective through the effective use of resources is a manager's role, then diabetes therapy coaching is an essential part of that role, because human resources are among the most crucial and most expensive, and are rarely used to their full potential. The purpose of diabetes therapy coaching is to increase / improve the performance of individuals by helping them to develop the attitudes and skills appropriate to their current tasks while they are achieving them. It is to do with the practicalities of each day, and is how most of us learn most of what we know.
The emphasis is on 'helping' rather than simply telling people what to do, giving them the answers, or criticizing their performance. It is about guiding them through the steps of asking themselves the right questions about what they are doing, enabling them to find the information they need, and then allowing them to make the decision or take the action. This way they remain in control of the learning and it becomes self-sustaining, i.e. they can apply both the learning process and the work principles they have discovered, to other situations and do it successfully even when you are not standing at their shoulder.
It amounts to enabling people to learn without creating dependency and is one of the most difficult things to do well - no less so for professional teachers and trainers, who often get their ego-trips from being 'the one who knows'. this is counterproductive for them, as well as their pupils. But even more so for you. Trainers only have their students for the duration of the course, you have your subordinates all the time, and if they only perform well when you are telling them what to do, you won't have much time left for anything else. The manager who is a puppet master is as tied by the strings as his puppets.
It means that you need the courage to let subordinates make mistakes. They can be a powerful force for learning, which rescue would not. People will make mistakes anyway; at least when diabetes therapy coaching you can decide what risks you are prepared to take and to what extent you can, or wish to, control the outcome. But don't leave them exposed if things do go wrong.
Diabetes Therapy Coaching is not an occasion to pull rank. Managers who are so lacking in self-confidence that they have to display their authority like a shield carried between themselves and their subordinates need some therapy themselves before trying to give it to others. A good diabetes therapy coach creates a feeling of partnership and mutual frankness.
