The typical process with both assessments/performance reviews and coaching is to use each independently. The former becomes an annual event tied more to reward rather than growth, and the latter becomes a tool for "developmental" situations (a poor euphemism for low performance).
However, when the two are combined, we have a state-of-the-art practice we call Assessment-Based Coaching. This approach truly creates a "whole-is-greater-than-the-sum-of-its-parts" situation.
We have since released a White Paper on the topic: Growing and Developing Talent through Assessment-Based Coaching is now available for free, for anyone interested in the topic.
If you'd like your free copy, please visit http://bit.ly/RU8JUn for our CONTACT FORM and we'll send you one right away!
Clayman Institute launches Center for the Advancement of Women's Leadership The Stanford Daily On May 21, the Clayman Institute for Gender Research at Stanford will launch the Center for the Advancement of Women's Leadership.
Renee Charney offers leadership coaching and organizational consulting to executives, leaders and teams seeking to get clear about how to make decisions that create the most impact for their lives and work.
Culture eats strategy for breakfast, technology for lunch, and products for dinner, and soon thereafter everything else too.Why? Because company culture, a concept pioneered by Edgar Schein, is the operationalizing of an organization’s values. Culture guides employee decisions about both technical business decisions and how they interact with others. Good culture creates an internal coherence in actions taken by a very diverse group of employees.
Control: It’s the essence of management. We’re trained to measure inputs, throughputs, and outputs in hopes of increasing efficiency and producing desired results. In a world of linear processes, such as in the factories of the Industrial Age, that made sense. But in today’s knowledge economy, where enterprises are complex, adaptive systems, it’s counterproductive.
The real problem is confusion between control and order. Control implies centralized control and hierarchical relationships. The person with control tells others what to do and whether they are successful or not. Order, on the other hand, emerges from self-organization. There may not be anyone telling others what to do, yet things get done—often with great efficiency and effectiveness. People know what is expected of them and what they can expect of others.
But how can this be true? Mustn’t an orchestra have a conductor? A dance troupe, a choreographer? A company, a CEO?
Not necessarily. Nature abounds with examples of what is known as swarm intelligence. Termites build intricate dwellings without the benefit of set of plans or engineers with advanced degrees. Birds migrate thousands of miles in formations where the lead position rotates to optimize their collective capacity. There are no marching orders or hierarchies dictating who leads. Massive flocks of starlings engage in intricate maneuvers known as murmuration with neither collisions nor confusion. There is order without overarching control. Indeed, our obsession with control helps explain why human-designed organizations fail to achieve such beautiful synchronicity.
Making the shift from the expert to an enabling leader is hard work, work that requires time, reflection, practice, and even occasional failures. Our expectations of ourselves—especially when we are perfectionists—has a tremendous impact on the expectations we have of others, and of their expectations of us. - See more at: http://charneycoachingconsulting.com/expecting-spring.html#sthash.XIkUNpuY.dpuf
Although managers may be quick to assume these challenges stem from recent grads’ lack of experience in the functional responsibilities their new roles demand, adjustment hurdles are just as often about context as content. New graduates joining the working world are often faced with an environment that prizes very different behaviors than the ones that were rewarded throughout their education. Managers can help new hires shift from the paradigm of academic life to working life by focusing on four major transitions....
In our last post we shared with you the reasons why Succession Planning is not just a nice to have, but very, very important to your company’s long-term growth and success. And yet, too many companies remain stalled, not knowing how to get started with a robust, effective program. In this post we share with you a simple model for how to do exactly that. -
When a company is small, and feels more like family, employees know each other fairly intimately. They are a small group who work closely together and sit closely together.
So, issues like communication and the goals of coworkers rarely come into question. A particular camaraderie and trust develops and people help each other out.
The goal, as the organization transforms itself for the good of its employees and members, is not to lose the good as you usher in the new.
And, long term people who savored the "family" environment have a tough time transitioning to the new business environment, for all of the right reasons: desire to serve members, wanting to trust their coworkers, and the desire to keep the long term community they love.
And, some wrong reasons exist such as fear of change and the unknown.
Yes, how you lead is important. Why you lead, though, is far more interesting and more powerful. When you combine the how and the why, you have a dynamic interaction that helps emerge your leadership presence.
Almost all decisions, big and small, are choices between exploring new possibilities and exploiting old ones. When you explore, you select an option that’s unknown—or reexamine one that wasn’t optimal in the past to get new information about it.
Executive coaches specialize in training clients in leadership, management and other business skills. Within a small business, that can translate into helping business owners improve performance or create a transition or transformation in their business.
“A coach can help someone see things in a different perspective,” Bennett said. “They can see possibilities and resources they wouldn’t have seen for themselves.”