Coaching Skills for Peers: Extending InfluenceLearn Management Articles on management-info.biz. Coaching Skills for Peers: Extending Influence article will help answer your questions on Management Articles.We at management-info.biz specialize in Management Articles. Management Articles at management-info.biz provides the most up to date news and articles. If you have questions please do not hesitate to contact us.
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
|
More Articles:1. Being a Great Boss By Mike Shannon Are you one of those bosses that people just love to hate? Maybe successful, maybe very intelligent, maybe organized and moving forward but just can't get along with people. Communication and other people skills are as important to the success of your business as your talent, knowledge and entrepreneurial drive. After all, you cannot do it all by yourself and you need good people.I remember being a very arrogant and egotistical program director back in the mid 1970's when my boss called me int… 2. Blueprint for Leadership - How to Be a Better Leader If you were to build a house, you would begin with a blueprint. This blueprint proves useful because it contains more than directions on how to build a house. It also describes the finished house. So, what does this have to do with leadership?Last month I asked an audience of leaders to tell me the characteristics of an ideal leader. Their answers were (in the order collected):A good listener, enthusiasm, passion, shows appreciation, a visionary, role model, trusting, integrity, organized, knowl… 3. Déjà Vu MCI to Qwest International Inc: Can this Corporate Marriage Survive? By Jidé Odubiyi Current Situation:As of this writing, the MCI Board of Governors has given Verizon Communications Inc. one week to sweeten their $7.5 billion offer, otherwise they have no choice but to accept Qwest Communications’ $9.74 billion offer to purchase MCI Inc. If the Board does not receive a counter offer from Verizon Communications by May 3, 2005, then it will recommend its shareholders vote for Qwest’s offer. From all accounts (Noguchi Washington Post, 4/24/2005), Verizon is a stronger and more … 4. How To Prevent Your New Manager From Becoming A Statistic By Lora J Adrianse According to a study by the Manchester Group, 4 out of 10 new managers fail in the first 18 months! The top 5 reasons cited:Not building partnerships or teams with colleagues and peersUnclear expectationsNot enough political savvyTakes too long to learn the jobInability to balance work and personal livesEvery day new managers are hired or promoted because of "what they know". When they fail to thrive it's because of "who they are" or "how they go about getting things done". While there are … |
||||
