No matter how successful a coaching session feels while it’s underway, if it doesn’t lead to change after it’s over, it hasn’t been effective. Unfortunately, too many managers don’t adequately follow through and thereby squander the important time...
Who isn’t rushing to the idea that just one more perk or break-room game table would boost employee engagement these days? The latest Gallup data suggest we have an emergency on our hands with just under 32 percent of U.S.
Once you reach a certain point in your career, a stunningly powerful tool becomes available: you no longer need to take credit for everything. Many executives never recognize this gift, and as a result they fall victim to a litany of ego-based traps.
Guy walks into a bar. Bartender notices how sad he looks and asks, “You OK?” “I just lost my best friend,” says the guy. “How’d it happen?” “I became his boss.” We all need friends at work. Looking for advice on a project?
Deep-seated fears — of looking ridiculous, losing social status, speaking up, and much, much more — saddle children in the middle school lunchroom, adults on the therapist’s couch, and even, my research has found, executives in the C-Suite.
“We all need a coach. Research we conducted at VitalSmarts shows that 97% of employees readily admit to having a “career-limiting habit” — some behavior that will forever hold them back, unless they can learn to change it.”
Suppose that later this evening, after you have stepped away from your keyboard, put on your coat, and traveled home for supper, your organization underwent a magical transformation, reshaping itself into the world’s best workplace.
Photo by Andrew Nguyen Followers receive very little fanfare. In a culture obsessed with leaders, we think of follower’s role as submitting, taking direction, and dutifully executing the leader’s will.
“Managers can have a powerful, positive impact on their employees’ performance, engagement and development through coaching. When skillfully done, it can help employees clarify meaningful goals and make progress toward achieving them.”
One of the unintended consequences of the constant right-sizing and flattening of our organizations is that we now live in a world where managers just don’t have time to do all that’s required of them in their daily jobs, let alone find time for...
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