Welcome to Manager Tools. Today's topic, coaching example,

Interrupting Part 2. Here we go.

Folks, next week we launch our effective relationship series of casts.

There are over 32 casts in the entire product. You don't have to buy the whole product. You can buy a portion of it. But if you're a D and you're working for an S-Boss or you're a C working for a D boss with a C working for you or an I working for you

you don't know how to figure them out. We've got a three hour or two hour long

cast just for you that'll explain exactly how to do that. Check out

effective relationships next week. So last week we got into our coaching

example for somebody who interrupts, starting with feedback.

And the next step is collaborating on a goal.

Yeah, and I think I went too long, didn't I?

And I can spend five more minutes talking about feedback, folks.

You don't have to coach somebody if you think

feedback alone. Assigning them the work, watching them do the work or hearing

about their work or having them report on the work is enough and then you can just

give them lots of feedback because that's the adult learning model.

That said, if feedback doesn't work,

maybe it's only been a week or two,

maybe it's even been a month,

but it's been our experience

that most managers are so reticent to coach because they mistakenly believe they have to be that the trainer the teacher

Rather than just the supervisor of a self-improvement project,

that several months or even years have gone by

...