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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. Creativity Management - The Value of Being Prolific By Kal Bishop When asked his secret to success, the author Graham Green said that it was down to his always writing 500 words a day. There are real reasons why this philosophy rings true:a) The single best creative product tends to appear at that point in the career when the creator is being most prolific – quality of output is closely related to quantity.b) In the early stages, relative lack of experience, knowledge and refined methodology limits performance to sub-optimal levels. With time these factors i… 2. Improving Patient Sensitivity in Doctors and Hospital Staff By Jose Sanchez COMPANY/ORGANIZATIONA South Florida hospital. The CEO of the hospital saw the need to provide exceptional customer service to differentiate itself from the competition and avoid being acquired.PROBLEMThe hospital was undergoing a series of changes involving personnel, organizational alignment and even an expansion of the property which caused disruption to the entire staff. The attitude of many of the hospital personnel was focusing on the negative aspects of the changes and reflected on reduc… 3. Leadership For Deep Results: Without Them Are You Wasting Your Leadership And Your Life? (Part Two) 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: 811Summary: The author asserts there are two kinds of results leaders achieve, standard results and deep results. All leaders know what standard results are, but few le… 4. How Roman Abramovich Became a Billionaire at Age 34, and Why Most Managers Struggle By David Ferrers When he was only 36 years old Roman Abramovich bought Chelsea Football Club. Within a year he had spent £90m on new players and Chelsea finished 4th in the league.Mr. Abramovich’s reaction was to fire the Manager in 2004 and bring in Portuguese coach Jose Marinho. In 2005 Chelsea won the Premiership, The League Cup and the Community Shield. They also made the semi final of The Champions League.Mr. Abromovich’s behavior differs from that of most other senior managers in four important ways.Do … |
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