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Peer coaching is not a new idea, but is not widely practiced. In fact, there are significant barriers to its effective use. In some organizations, the “command-and-control” style of management is so entrenched that position power seems to be the only lever available to get others to consider a request. More and more, though, organizations are flattening out, abandoning a rigid hierarchy, and encouraging people to come together across boundaries, divisions, and departments to unite efforts and talents in ways that may not have been possible before. Eliminating territorial attitudes and interdepartmental rivalries, and encouraging teamwork provides for endless possibilities. Peer coaching requires many of the same coaching skills that managers utilize when coaching Representatives. However, peer coaching also demands a special sensitivity to relative situations. For example, a manager may address an issue directly: “John, I need to get some numbers from you on the Simpson project.” With a peer, a less direct approach is needed. Peer coaching requires asking questions, gaining an understanding of the other person’s issues and viewpoints, and identifying areas of shared interest or concern. Peer coaching doesn’t necessarily involve quid pro quo – “I’ll do this, if you’ll do that.” But, peer coaching does involve identifying areas where one team member can be of assistance to another team member, or where the combined efforts of team members provide the most beneficial results. As with all coaching skills, the most important piece of peer coaching is listening to understand. Learning more about various priorities allows people to identify areas for collaboration, while strengthening relationships and seeing team members as valued individuals. A team member’s greatest untapped resource may be the opportunity to reach across boundaries, combine strengths, and achieve personal goals as well as the goals of the organization. Quick Tip
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More Articles:1. Agendas Make Meetings Productive By Martin Haworth Having an agenda template that works well for you, week in, week out, creates a consistency which gets your people bought into the process. Delivering an efficiency and effectiveness which makes the most of the valuable time you have together. Key points to note are:-CirculateShare your agenda in good time, well before your meeting (with reading material for preview). This gives time for review, preparation and challenge. RolesIn a meeting there are various roles to be taken on from the star… 2. Making Powerful Requests That Launch People Into Action By Joe Rubino Do you ever wonder why people do not simply do the things that you want them to do? Well, instead of waiting for things to happen, decide to take responsibility for making them happen. The way to do this is often as simple as making an appropriate request.Requests are the engine that drives action. To the extent that you become proficient in making requests that people understand to be in their best interests, they will comply with your wishes and honor your requests. To the extent that your… 3. Two Critical Success Factors in an ITIL Implementation By Arno Esterhuizen Any IT manager who wants to pursue the IT Service Management journey by implementing the Information Technology Infrastructure Library (ITIL) needs to understand two very important factors well in advance.• The first factor is to have dedicated, trained and committed process owners.If you want to have a successful Incident Management process which is under continuous improvement, you will need somebody who is ultimately responsible for it’s success and who can dedicate the time and focus to dr… 4. Use "Flex Meetings" To Improve Communication & Increase Productivity By Robert Bacal Meetings are expensive. The more people at a meeting, and the more time spent the more expensive. That's one reason why meeting planning and management is so important particularly when we've moved to a more team based system of work. Effective meeting management is important for more than just the basic cost issues. If meetings are unnecessary, or unwieldy, people at the meetings get bored, frustrated, and start to find ways of avoiding attending.There's an interesting way of managing meeting… |
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