A nursery owner called me in to coach her staff team in an attempt to tackle some of the staffing problems that had developed. The manager, who had recently been promoted from deputy, needed guidance on leadership and how to develop her management skills.
The former manager had also failed to carry out regular and effective appraisals. As a result, the staff team felt there was no sense of direction, which, in turn, led to poor staff morale, low self-esteem among team members and a fairly high turnover of staff.
Coaching is about raising individual awareness, embracing responsibility and increasing self-belief by focusing on future possibilities rather than past mistakes.
Through effective questioning and active listening skills, coaching can:
* provide the tools, support and structure to help clients focus on what needs to be changed and to bring about those changes quickly, and
* help people set higher goals and then achieve them, so unlocking the true potential of clients, their individual members of staff and their business.
Today, when you walk into the nursery, you can sense immediately the new, supportive and co-operative culture. Parents are happy with the quality of provision and the lack of motivation among staff is a thing of the past.
Making changes
The first task I set myself, after a couple of meetings with the owner and manager, was to observe the staff in each room, one a day. These observations helped me to assess communications within the nursery, staff rapport and how leaders were performing - or not.
I also observed how staff were receiving or giving instructions, who took the initiative, who came up with ideas, who was happy to be led and where there was conflict, if any.
From these observations and personality-type testing, I could see that some leaders were not natural leaders and so were unhappy in their role, while some other staff members were better suited to the tasks of leadership, coming up with ideas and devising solutions.
I then set about training the manager in how to maximise her performance as leader. Staff appraisals hadn't been carried out effectively, so I began by showing how to conduct appraisals using coaching-style techniques and rapport skills, in particular how to use positive body language.
We also explored how to ask questions that encourage the appraisee to talk openly and at length, rather than give short, closed answers.
I then conducted the manager's appraisal to build her confidence in her new position and to assess how she envisaged her role would develop. We created an action plan for achieving her objectives and addressing the skills shortages among the staff.
Then I acted as facilitator during the appraisal of each staff member. The appraisal process gave staff the first opportunity in a long while to discuss their feelings, air their concerns and talk about how they wanted their jobs to develop. Its effect was to make each staff member feel valued.
After each appraisal I conducted a one-to-one coaching session with staff members so that we could create a firmer vision of how the nursery and they as individuals would develop. We then drew up individual action plans with clear objectives and realistic time-frames. After the coaching session all staff members felt that they had a sense of direction and a feeling of self-worth.
I then provided the manager with verbal and written detailed reports about each staff member, including information on their personalities, areas for improvement and their goals.
We also discussed the resources and support needed to ensure that the staff felt accountable and ready to meet their objectives. We considered how the staff could develop through further learning, organised some training for each and further coaching sessions.
However, coaching is also about ensuring that good and positive staff work as a team towards a common vision, so improving staff retention.
Gains
As a result of the appraisals and coaching sessions, we looked at reorganising the teams to ensure that the natural leaders with the appropriate skills were given greater responsibility. We discussed the reasons for the changes with the staff to ensure no one felt threatened.
As well as training the manager in undertaking appraisals, I also trained her in:
* motivating staff and ensuring that the whole team felt valued. This included setting up a system of regular appraisals, writing up a mission statement for each staff member and organising training for staff on all areas of the curriculum
* rapport building
* delegating
* setting up a change management system. This included putting in place a system of regular meetings with the heads of room and the whole staff. The meetings are used to inform staff of any changes and to discuss the progress made and the way forward
* managing her workload as well as managing others. As part of the restructuring, we appointed an office manager to deal with administration and appointments to view the nursery
* dealing with difficult situations or people.
Through the implementation of these measures, we were able to:
* develop staff through further learning
* develop effective management and leadership skills
* build better relationships and more effective communication between management/leaders and staff
* motivate and empower the team by identifying their strengths
* improve staff retention by focusing on how to reward and motivate the team and how to maximise their performance
* help bring about change and help staff manage the changes
* clarify and develop a vision and values for the nursery as well as for individuals
* teach new strategies to cope with challenges and stress.
Continued success
Through her training, the manager developed real confidence in her abilities as a manager, but to ensure that the nursery continued to be well run and develop, I tailor-made a coaching manager training programme for her. This course helped her build up the skills that would help her continue to develop her potential and that of the business and staff.
As a coaching manager, she is now able to support change and find ways of moving forward by helping her staff to find solutions, commit to action plans and manage their own learning - coaching always provides ongoing support, rather than just helping with implementation.
She is able to improve employee commitment and motivation through a worker-friendly policy and a better awareness of how to identify stressors - personal and professional - and manage them effectively.
Talking of her experience, the manager said, 'I have been able to build a good rapport with all of the team members, ensuring they feel valued and respected. I involve the team in decision-making, therefore allowing them to build their self-confidence and self-esteem. This has really empowered the staff. Using the coaching methods, I feel that I have grown as a manager and have a happy and productive team.'
About the author
Carmen MacDougall, business coach and trainer, runs cma coaching & training, tel: 01785 224 577, e-mail: carmen@ cmacoaching.com, website: www.cmacoaching.com
TIME FOR CHANGE
* Decide what you want to achieve within your nursery business
* Name any areas or issues for concern
* Select an example and describe the emotions associated with the problem
* List what you want to change or improve
* Clarify what is at stake
* Identify your contribution to this problem
* Establish what is required of you and outline your role and responsibilities
* Create a common vision for change
* Build staff confidence in achieving the vision
* Empower staff by identifying their strengths and developing their potential
* Be focused and give a clear lead.
