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There is a new trend taking hold in business today which translates into amazing productivity, results, and a happier workforce. It’s easy, positive, and some say transformative; best of all, it’s something you and every other individual charged with the responsibility for getting results through others can learn to do. It is…coaching people instead of managing them. Coaching is a skill, style, and way of being which emanates from the root value of caring for one’s self and others. Wouldn’t you agree - you are more centered, motivated, and productive in an environment where you know others sincerely care about your growth and development, not just what you can do for them? If you’re ready for more success and break-through results, commit to mastering some of a coach’s skills and characteristics: 1. Create a co-active partnership with employees. There is no room for a hierarchy here. View employees as equals, embrace diversity, and utilize dialogue and inquiry, which tap the knowledge of each individual, to develop strategies/solutions. You will find employees are motivated to contribute because they have ownership in the solution and an opportunity to express their unique gifts, talents, and passions. 2. Be a guide. Share your knowledge experience, ideas and wisdom to support employees in moving forward personally and professionally. Understand that what worked for you may or may not be right for another, and only what resonates as meaningful or insightful will be absorbed and applied. 3. Use positive language. Words have the power to change your life and change your mood in a flash – no kidding. Just listen to the words people use in the next couple of days, notice what is being said on TV, radio, conversations around you, and what you say. Explore the quality of your words and the energy behind them. Are they positive and expanding or negative and contracting? Understand the power of language and use words that are affirmative and compassionate. 4. Listen. When was the last time you were really heard and felt safe enough to say it all? Give your full attention to each employee. No multi-tasking, judging, rushing to fill the pause or presupposing an outcome allowed. Use your intuition and all your other senses to hear the words and tone of what the employee is and is not saying. 5. Be honest and caring in your communications. Don’t step over anything. Look for achievements to compliment and keep employees advised of pertinent organizational information and expectations…they need this to effectively do their jobs. Remember, employees can’t change what they don’t know - share performance improvement feedback in a humane and constructive way as soon as possible. 6. Model life long learning and encourage self-development in others. You likely want more success, money, balance, happiness, etc. Chances are your employees do too. Support each in their individual quest to continually learn and grow to be their best. 7. Build a strong personal foundation. Be sure the infrastructure supporting your own life is strong and healthy. Take care of any unfinished business from the past and don’t waste energy worrying about the future, it may never come to pass. Live fully in the present, surround yourself with a loving family, a community of friends, get your financial and protective reserves in place, and make time for fun and self-care. Imagine yourself as the catalyst, your team as the source, and your company as the benefactor of greater productivity, improved working relationships, better-quality customer service, and higher levels of employee satisfaction and retention…learn to be a coach in the workplace. Total Soccer Fitness. - Complete guide to soccer conditioning. Huge potential market (all soccer coaches & players) Very little competition. Pays 50% Organizing Your Youth Soccer Team. - Youth soccer coaching book of over 100 drills, and exercises for beginning and experienced youth soccer coaches. Article Index: | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | 16 | 17 | 18 | 19 | 20 | 21 | 22 | 23 | 24 | 25 | 26 | 27 | 28 | 29 | 30 | 31 | 32 | 33 | 34 | 35 | 36 | 37 | 38 | 39 | 40 | 41 | 42 | 43 | 44 | 45 | 46 | 47 | 48 | 49 | 50 | 51 | 52 | 53 | 54 | 55 | 56 | 57 | 58 | 59 | 60 | 61 | 62 | 63 | 64 | 65 | 66 | 67 | 68 | 69 | 70 | 71 | 72 | 73 | 74 | 75 | 76 | 77 | 78 | 79 | 80 | 81 |
More Articles:1. Coaching Champions at Work By Frank Salisbury I saw Brian Kerr (the Irish national football coach) on television not so long ago and it reminded me of a platform I shared with him at a Banking Institute seminar in Dublin. Whilst I was waiting for my turn I listened to Brian and experienced two emotions – admiration and jealousy. Firstly I admired what Brian had already achieved at under 21 level and the passion with which he expressed his love of the game. Secondly I was jealous at the way in which coaching in the sports world is readily … 2. Innovation Management - idea selection and valuation issues By Kal Bishop Innovation is different and distinct from creativity in that it is idea selection, development and commercialisation as opposed to creativity, which is problem identification and idea generation. The core issue with innovation management is, therefore, how to select those ideas that are most likely to succeed?Ideas have to pass though an idea funnel as most organizations lack the resources to try out all their good ideas. The Economist (2003) states that 3000 bright ideas result in 100 worthwh… 3. CEOs And Boards Are Locked In A Spiral Of Doom PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided to the author, and it appears with the included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required: mail to: brent@actionleadership.comWord count: 700Summary: The relationship between boards of director and CEOs are vital to the well-being of any company. Many boards and CEOs misunderstand that relationship and so… 4. Are Your HR Hiring Policies Strangling Your Company's Economic Survival? By Jean Dickson If you walk the streets of some towns, you can almost always pick the people who work for certain employers. It may be my weird sense of humour, but each time I see one of these people, I imagine the Human Resource officers squeezing the new hire into a machine that plunks the person into a mould and then squeezes and scrapes away the parts that don't fit. Now, don't get me wrong. I'm not saying that a good organizational match between employee and company is wrong. What I am saying is that wh… |
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