The secret of a manager becoming effective in coaching or training individuals lies in personal attributes which will be respected and perhaps admired by the people involved in the training programme. Some of these qualities include knowledge and experience, they should be effective communicators, good at self analysis and be quick to react. The old adversarial role should be abandoned if a manager wants to obtain the best results from his employees, and the analogy of a coach, in a sporting context, getting the best out of his team through a unique coach‐employee relationship is apposite.
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