Did Albert Einstein really write about management coaching directly? No, but here’s where his inspiration can help all of us. One of the greatest creative thinkers in the world wrote a bit on many things, some of which can be applied to the practice of management coaching.
I’ve taken the liberty of drawing parallels from several of his general quotes to the practice and benefit of management coaching. My intent is to draw inspiration and action through your commitment to improve your management skills through management coaching or manager as coach training programs.
“Everything Should Be Made As Simple As Possible, But Not Simpler.”
Time and again we seem to complicate what is an otherwise simple process. Management coaching is a straight-forward practice that has, as its basis, a firm commitment to improve the management ability of a given individual; in this instance, a business owner, manager, or director.
The procedures within a management coaching program help you to understand yourself better so that you can learn to use your talents, motivators, and behaviors to motivate, inspire, and lead your workforce to collective success.
“The Intuitive Mind Is A Sacred Gift And The Rational Mind Is A Faithful Servant. We Have Created A Society That Honors The Servant And Has Forgotten The Gift.”
So let’s get back to basics. I’ve worked with too many clients who have learned to NOT rely on their gut, their intuition, and their thought masters. Instead they may rely on a series of processes that tells them what they need to do, when, with what and whom, and for what purpose.
And oftentimes these processes ignore your gut – what you sense in your heart that you need to do. And because you may not follow your gut your results may be less than successful and you may find yourself saying – Gee, I told myself that would happen. Sound familiar? Scientific studies show time and again what we should know, that our gut can be very reliable.
“Common Sense Is The Collection Of Prejudices Acquired By Age Eighteen.”
Many times, in my management coaching practice I am asked to explain why an action which makes sense should be done. Much theory and process has been developed to help guide you to lead and manage better.
My first question to you is this: does the theory or process make sense? Is it easy to explain to co-workers, to customers? Are you really older than 18? Please, if it makes sense, then go with your gut! It’s not that complicated. Your co-workers respond well to common sense.
“Learn From Yesterday, Live For Today, Hope For Tomorrow. The Important Thing Is To Not Stop Questioning.”
Management is a continuous process. Management coaching is a continuous process. Embrace a practice to ask questions of coworkers to learn; to understand the why, the how, the where, and for what purpose. Management coaching and manager as coach training emphasizes coaching the owner, manager, or director to ask questions, to gain commitment from your coworkers, and to enable your coworkers to hold themselves accountable for their actions.
“Everything That Is Really Great And Inspiring Is Created By The Individual Who Can Labor In Freedom.”
One of the essential (and successful) characteristics of a great manager is the ability to encourage and inspire others to innovate, to try something different, to be creative, to take risk. Great managers create an environment where their coworkers have that freedom to perform without fear of punishment and recrimination.
Look at the opportunities presented with management coaching to understand how you can better develop those with whom you work in order to inspire them to achieve their greatness by taking my complimentary assessment by clicking this link, management coaching.
Remember one last piece of advice from Albert Einstein: “The tragedy of life is what dies inside a man while he lives.”
 Research on Naval Commanders showed that 95% of decisions were based on intuition and “gut” rather than actually analyzing and comparing options (Klein et all, 1996). Yet another study of commercial airline aircrews in 1991 found that more than 95% of decisions were of the snap kind (Mosier, 1991).