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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. Explain Yourself! The Reason Why Excuses Sabotage Your Success Have you ever been in a situation where you were unable to make good on a promise or commitment? Perhaps you were late with a report to your manager, unable to take a child to the playground, or late for dinner with your partner. The question is, after the realization sets in that you can not deliver, how do you explain why you were unable to meet your obligation? Do you stand in the truth, own your actions and give an honest reason, or do you make excuses concerned only with freeing yourself fr… 2. Managing the Human Resource Project By John T. Mooney We obtain strategic results by aligning HR mission, vision and values. The following overview highlights a macro approach to project management. Seeking a stretch assignment, such as ownership of a major corporate HR initiative, we lead our organization by example. Strategic project management affords an exciting and challenging opportunity to direct our futures and show case our talents.The VP of HR announces to the team that we must transition from a decentralized function to a centralize… 3. Problems with Group Decision Making By Andrew E. Schwartz DECISION BY AUTHORITY RULE: Many groups start out with—or quickly set up a power structure that makes it clear that the chairman (or someone else in authority) will make the ultimate decision. The group can generate ideas and hold free discussion, but at any time the chairman can say that, having heard the discussion, he or she has decided upon a given plan. Whether or not this method is effective depends a great deal upon whether the chairman is a sufficiently good listener to have culled t… 4. Delegate Tasks to the Right Person By Andrew E. Schwartz SELECTING THE RIGHT PERSON: To whom should tasks be delegated? Selecting the right subordinate to do the work is an evaluative process, and managers must be able to identify individuals both capable and willing to handle responsibility.DETERMINING EMPLOYEE RESPONSIBILITY: A careful review should be made of past assumptions about personnel. Some employees’ capabilities may be overestimated, others underestimated. A personnel survey or personal interview is an excellent tool managers can use to … |
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