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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. The Most Important Thing You'll Ever Do By George Ebert The wellspring of confidence is belief. When you believe in something, you accept and have conviction about the truth, actuality, or validity of that thing. When the belief is about you, its called self-confidence. Self-confidence is your belief that you can marshal your physical, intellectual, emotional and spiritual resources in the successful pursuit of a goal. The number one predictor of individual or team success is confidence level. Confident people tend to initiate action and control … 2. Boost Your Leadership Skills Simply By Answering The Question, "What Does Your Organization Really Reward?" 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: 900Summary: The author contends that most organizations reward the wrong things. He offers a four step process for turning wrong rewards into the right results. Boost Y… 3. Seven Ways to Enhance Organizational Culture As a young employee I was transferred to work in an office tower in downtown San Francisco. I wasn't the only person to arrive in this new office space - the group had changed significantly due to reorganization and many of us were working together for the first time. My boss, the Marketing Manager, asked me to help him with some unusual projects. First, I organized an ugly tie contest. Next, we created a puzzle where everyone told me their fantasy identity (who they would be if they could be a… 4. The Paradox of Job Enrichment By Azriel Winnett Ellen was a clerk working for a large insurance company. One day, she spotted a glaring discrepancy in a form she was typing. Through a simple error, two figures had been transposed in a store owner's policy. In consequence, his store was insured for $165,000 against vandalism but only for $5 000 against fire. Her first instinct was to reach for the phone to inform her supervisor of the error, for the sake of the unfortunate store owner. "But wait a minute," she then thought to herself.… |
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