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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. When Change Is In the Wind...Heads Up! By Marcia Zidle In these days of takeovers and mergers, of downsizings and lean management, chances are that you are going to be caught in a job upheaval at least once in your career. Probably more than once!Change in the wind may come like an invigorating breeze on a hot humid night. For instance, your boss is promoted to a new job and you have to get used to reporting to someone new, who turns out to be even better. But change also can come as a spark before the forest fire, when an outside takeover of … 2. The Compliance Officer's Killer Application By Martin Day It used to be that only the largest multi-nationals needed a Compliance Officer. Today most practices, regardless of size, would be wise to charge someone within their organisation with the responsibility of keeping abreast and managing the compliance process.Take as an example European employment law that has been introduced over the last few years that has changed the face of European businesses. Small businesses in particular are finding that a casual and informal approach to employment iss… 3. The DMAIC Method in Six Sigma By Peter Peterka The Six Sigma DMAIC process methodology is a system that brings measurable and significant improvement to existing processes that are falling below specifications. The DMAIC methodology can be used when a product or process is in existence at your company but is not meeting customer specification or is otherwise not performing adequately.DMAIC is an acronym for five interconnected phases:* Define the project goals and deliverables for both internal and external customers* Measure the process t… 4. Setting Clearer Performance Expectations By Kevin Eikenberry The annual performance review.Stating this phrase guarantees some reaction for anyone who has ever had one, or had to give one as a supervisor or manager. In my experience in working with organizations, that reaction is seldom positive.The concept behind the performance review or evaluation is a good one. It is a chance for someone to discuss their accomplishments, get feedback on their progress, and build a plan for continuous improvement. The idea makes sense, which is why every organizat… |
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