These gifts and your gifts are what people remember about you. Your brand.
Read MoreCoaching is an investment and a tool to solve problems. It can help accomplish things faster, with longer-lasting results, and more permanently.
Read MoreWhat is a modality you might ask? It’s a fancy word for a form of coaching – And coaching can take place in many forms
Read MoreCoaching Culture means that our organization behaves with the habits of Coaching. The organization is constructed with policies, habits, and behaviors that look and feel like Coaching.
Read MoreFlow is that magical state when you are so engrossed in what you are doing that time flies. What does this have to do with engagement? It’s the productivity arm of our engagement triad. We are at an utmost state of productivity because we are not just engrossed and highly focused but also enjoying ourselves which is what we want for every employee and leader.
Read MoreWhat is engagement? Gallup defines engagement as productivity, profitability, and retention.
Read MoreTransparency builds trust. By being direct about your intentions, you can ensure your conversations are having the right impact.
Read MoreThese are the benefits of a coach approach- more engagement from your team because they aren’t complying with demands and dictates- and get to grow
Read MoreThe International Coaching Federation defines coaching as partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential.
Read MoreA Coach is your Ally One of the most often cited benefits of working with an executive coach is a partner. This is a partner that doesn’t judge and is aligned with your goals. This is a natural part of the coaching equation. Coaches don’t have our own agendas, we sign up to help our clients achieve theirs.
Clients cite me as their safe space. Where they can think out loud and not worry about the ramifications of their statements. Often when subordinates hear a leader think aloud – they just go and make it happen – as if that wondering aloud was a command. Subordinates also are affected by the decisions leaders make and so they listen with the angle of ‘what’s in this for me?’
Read More10 Scary Things That Managers Do
In the Spirit of Halloween we are looking at the spooky side of leadership. Managing comes with its own challenges and responsibilities. If you do not manage your employees well, there can be some scary side effects... So let's examine what those might look like! Here are ten things scary managers do.
1. They don’t communicate the vision
Communication is a skill that leaders and managers must master. The difficulty is that they frequently fail to do so. As a result, employees are left puzzled, disappointed, and even frustrated because their supervisors aren't as clear as they should be when setting expectations for them. This leads to employees' inability to accomplish their jobs successfully without management's guidance.
2. They treat their folks like (only) extra pairs of hands
When they do that, they ignore their talents, gifts, experiences, intuitions, and applications to create a better result. You can see how limiting if the managers treat their employees like an extra pair of hands and that they’re the only brain that’s fueling them. There’s no innovation, collaboration, or creativity.
3. They don’t demonstrate trust
Micromanaging employees ensures no learning takes place since it isn’t okay to fail even on the tiniest things. They may not give them opportunities. As a result, employees felt demotivated, frustrated, terrified of making mistakes. Trust is an essential part of leadership. Trust the talents of your team members and their ability to do their jobs.
4. They criticize in public
Read MoreThe new self-aware leader knows the impact of his actions on others- and seeks to understand what his staff is going through – he creates safety and shows compassion – staying out of the hole to assist- but gets curious so that he never strays into the condescension of pity.
Read MoreLeaders should involve others in strategy development.
Generally when I talk to my leaders about their frustrations with their subordinates it is their willingness to accept delays - at the quarterly reviews they inform sponsors about being behind schedule –
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