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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. Saying One Thing, Doing Another... By Colin Shaw This week I was asked to speak at an internal conference for a bank. The subject was how to build a great customer experience. However, the reality was somewhat different to the title. I sat listening to speaker after speaker - all coming along with the same message “how can we stuff more products into our clients and achieve our targets”.As I sat there I started to think, why do people say one thing and do another? Do they really think people are that stupid that they cannot see the conflict … 2. Successful Managing Through Delegation By Andrew E. Schwartz Managers should avoid the tendency to constantly delegate to the same one or two capable individuals. This practice only overloads the best personnel while slighting all others.As with delegation in general, there may be occasions in which work must be divided among several individuals for example, highly technical or complex tasks. Should this be the case, the rule is always — delegate the maximum amount of work to the lowest possible level.Whenever possible, managers should delegate a whole … 3. Influencing Change - A Guide for Sellers, Coaches, and Supervisors By Sharon Drew Morgen When people or groups make a decision to purchase something, they go through the same decision cycle that an individual goes through to decide upon a personal change, or an employee goes through to change behaviors at a boss’s insistence.Until now, our communication rules have assumed that when we kindly or persuasively offer others good information that could solve problems and achieve successful results, or coach them toward making a much-needed change, or even just pitch a product they sore… 4. Balancing Technology, Management, and Leadership 'The art of progress is to preserve order amid change and to preserve change amid order.' -- Alfred North Whitehead, 19th century British mathematician and philosopher As Achieve (my first consulting company) was working with our Clients to implement Toward Excellence (the cultural change process we had developed in conjunction with Tom Peters) I was growing increasingly uneasy. Something didn't feel right. In In Search of Excellence, Peters and Waterman presented a powerful case against 'the ra… |
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