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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. Why Six Sigma Will Work in Service Environments By Peter Peterka Although Six Sigma has its roots in manufacturing, it works just as effectively in service industries. It's no secret that service environments, such as financial organizations, healthcare providers, retail companies, and hospitality organizations have a harder time applying Six Sigma principles. However, the core principles of Six Sigma allow it to cost-effectively translate manufacturing-oriented Six Sigma tools into the service delivery process.Service organizations have different root caus… 2. The Diamond Cutter By Janet K. Ilacqua Geshe Michael Roach is a Princeton graduate and a Buddhist monk. After graduation, he spent seven years studying the wisdom of Tibetan Buddhism. At the suggestion of his teacher, he joined a fledgling diamond business in New York to test his ideals in real life. He stayed with the business as a member of the core management team for seventeen years.The company grew from a start-up with two owners and two employees to $100 million in sales and five hundred employees in offices around the world.… 3. Employee Orientation: Get New Hires Off To a Great Start By Marcia Zidle The good news is that a new hire orientation program offers an opportunity to build a lasting impression of the new company. The bad news is that that is going to happen whether you plan it or not. So why not get new hires off to a great start? Here are seven ways.Celebrate the new hire’s arrival. How come when an employee leaves, there’s a party, but when she arrives, there is nothing to mark the occasion? Welcome new employees on day one and make them feel part of the team.Give the perso… 4. Enhancing the Motivational Climate of Your Workplace By Etienne Gibbs It has been well documented that employees' productivity and job quality increase when we are made to feel welcome at work. In other words, when the motivational climate is enhanced to meet their needs they produce quality work at the 100% rate.The source that caused them to produce at such high standards came from their employer's attempts at enhancing the motivational climate. As a result, they came to work, not because they had to, but because they wanted to.By listening to your employees,… |
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