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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. Primal Leadership - A Book Summary This article is based on the following book: Primal Leadership“Leading To Lead With Emotional Intelligence” By Daniel Goleman, Richard Boyatzis, Annie Mckee Published by Harvard Business School Press 2004ISBN 1591391849306 pages Primal leadership takes center stage in this book. This concept goes beyond the set of conventional competencies on the making of a leader. Beyond bottom line figures, this book takes a leap forward with the concept of primal leadership through a keen and in-depth under… 2. Competion or Cooperation? By David Meyer It has been said, there is no better way to hone your skills and improve your performance, than competition. Competing with others, or even with your self, fosters continued improvement, striving for even higher goals, and an ongoing sense of achievement. Competition in the world of business is natural and expected. Every business has competitors that are vying for the dollars in the marketplace. And over the years, some of these competitors have been classic. Coke versus Pepsi comes to mind, … 3. Time Tracking: Software All Companies Need By Leon Chaddock Time tracking is essential for all businesses. You need to be able to know just how productive your business is. In many cases, accurate tracking can lead to instances where you’ll be able to see just what is holding your company back from reaching its goals. Time is valuable and you do not have much to throw away on useless products. Instead, you need high quality software to get the job done correctly.Here are some things to consider about the time tracking software that you choose.• Mak… 4. Important Communication Tips For Managers By Andrew E. Schwartz The following tips will help you communicate more effectively with your employees:1. Let employees know that having feelings is okay. Feelings are facts and need to be dealt with.2. Praise in public, criticize in private. Nothing improves a person’s behavior better than well-timed, sincere, and justified praise. Nothing builds resentment faster than being yelled at in front of others.3. Listen to employees and accept suggestions. It’s easier to give advice than to receive it, but you don’t lea… |
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