COACHING COUNSELING OF MANAGERS IN CONDITIONS OF PROFESSIONAL CRISIS

Abstract

The article describes the implementation of a coaching-mentoring system in the work of a commercial organization, which consists of several stages, namely: 1) defining the goals and objectives of coaching-mentoring; 2) developing criteria for integrating a manager into the business process; 3) developing a program; 4) developing criteria for evaluating a manager and a mentor; 5) developing a system for motivating mentors; 6) developing regulatory documents that accompany the entire process of integrating a manager; 7) selecting mentors; 8) organizing and conducting PR events in a commercial organization to introduce a coaching-mentoring system; 9) training and instructing mentors, motivating them; 10) conducting a pilot trial project; 11) receiving feedback from process participants; 12) analyzing and adjusting (if necessary) the program. The key skills of a specialist who can become a coaching-manager are also highlighted: planning and time management; analytical thinking; conducting commercial negotiations; building interpersonal communication in the organization; establishing rapport (specific interpersonal contact, which includes a certain degree of trust or mutual understanding with a person or group of people); providing feedback; active listening; obtaining information; observing work or a process; facilitation; setting standards of organizational behavior; assisting in learning; evaluating work results and acquired skills. Methods for finding a manager who is able to engage in coaching in the workplace are also described: 1) personnel assessment; 2) selection of a mentor based on the results of corporate training; 3) specially simulated business games; 4) analytical selection.