This is the third and final reference to our ‘Managing in the New Millennium' theme in which we invite you to prepare yourself for the substantial shifts in perspective that will arrive with the year 2000. Our ‘slant' is different this issue, as it usually is, even though the destination remains the same.

The manager's role as mentor / coach was our initial approach, and being aware of ‘our current realities' was the second. Let's now combine the two. What can you do that will make a real difference, both for yourself and for those for whom you feel responsible? It's relatively easy to help those who are already dedicated to helping themselves. It's much more difficult to help those who cannot / will not / do not want to see the need to grow and develop. Yet the success of the organization, and your personal success as manager, depends on the individual achievements and accomplishments of every member of your group.

If you consider the ‘model' for Executive Coaching on the Andros Website, you'll notice that there's deliberate structure to the process. Coaching is a five- step process that starts with orientation and awareness – gathering data and setting priorities. Coaching is not always easy for a manager to do with a member of staff who is less than willing and far from enthusiastic, and a ‘warm-up' process is often helpful.

Here, the key to success is the staff member's ‘self-awareness' - and subjectivity usually precedes objectivity.

The subject of your coaching intervention needs to ‘stir up a little emotion' in order to become receptive to external suggestions. Rarely will it happen at the ‘rational' level. The coach must allow room for 'self insight' and some attendant discomfort before (s)he can move ‘along-side' and offer tangible, meaningful assistance.

Try this for yourself. Recall a situation where you were made aware of the need for a significant change in your life by means of ‘well intended advice' from someone more powerful than you. How did you respond? Surely, the intention was there, but what was your level of commitment to the change? Were you ultimately successful?

Now think of a circumstance where you became aware, through your own experience, of the need to make a change. You made your needs known and then othe, more powerful people contributed ideas and suggestions to assist you. What was the result this time? Was there a difference?

We offer a Leadership / Management Impact diagnostic that any coaching candidate can attempt as an initial move towards self insight. The Interpretation provides a way of identifying and addressing current styles in leadership and management that can be used as focal points for specific coaching interventions.

As the manager, you can provide the ‘tool' and let the candidate apply it in such a way that it becomes part of his/her experience. It will make a real difference!