“The greatest wisdom not applied to action and behaviour is meaningless data.”                                                                                                            Peter Drucker

The art of effective management is not always recognised as a separate distinct discipline. Kids want to become firemen and doctors, lawyers and scientists, engineers and dancers – but have you ever heard one say it wants to be a manager?

In some European countries being a Manager is a vocation, a career in itself. People train to become the leader of people, the person who coordinates work and who makes the decisions. Specific university qualifications identify the graduate as part of the ‘Cadre’ who is educated to be a Manager. Graduates are highly sought after and have the choice of any industry because their specific skills of being a Manager is independent of the discipline and widely applicable.

In other parts of the world it is the norm that somebody who is a ‘Subject Matter Expert’ or is doing well in their role, gets promoted to manage and lead the team.  Such promotions are invariably linked to better pay, which can be a driver behind volunteering to the ‘step up into management’. Being good at your job does not automatically give you the skills, knowledge and abilities to be a good manager though.

What is it that distinguishes a good manager from a not so good one? And is it something that you can learn and get better at? The answer is a resounding “YES” – as long as you are prepared to put in the work and have commitment to see it through. Like in your initial field of expertise, it will take time to learn the details of what it takes to be an effective and efficient manager of people. Here at TurboCoach we can show you how to go about unlocking your potential to be that effective people leader that others want to follow.

The process we apply for Management Coaching is as follows:

• Initial discussion with the individual, if self-referred or with the individual and his/her manager, if the coaching is initiated by the organisation.
• Agreement of expected outcomes between all parties.
• Six sessions of coaching with each session between two and four weeks apart
• Concluding discussion with the individual, if self-referred or with the individual and his/her manager, if the coaching is initiated by the organisation.

The time frame for this approach is about six months.