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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. Experiences of Management Coaching (Part 2) By Chris Stowell In our experience, we have found that there are several reasons managers fail to get employees to see and acknowledge that they have a problem.They assume. Many managers bypass the step of getting agreement because they assume that an employee views the problem in the same way that they do. However, that is often not the case, especially when the performance problem is a pattern of behavior rather than a single event. People generally do things that they perceive to be in their own best intere… 2. Weaknesses of Wishing By Alicia Smith When you’re starting a business, you might wish for a lot of things, like having more than enough customers or not having to do marketing. But wishing is weak willed, having no momentum behind it. When you wish for something, you’re not coming from a place of having a strong vision. Instead, wishes tend to be dreamlike, wispy and not grounded. Wishes are future oriented.To run a business, you need to be intentional, focused and highly aware of the present for it is only from the present th… 3. Profound Knowledge By Peter Andersen We all are on a quest for knowledge. Whether its information that will make our lives easier or just small packets of data that in a trivial way allows us to sort out "why things are the way they are on this planet." As intelligent beings we are constantly receiving and sorting information, in most instances, we are overwhelmed. Therefore, when relevant information arrives that is meaningful, concise and thought provoking, we have a tendency to reflect on this data for the principles and guida… 4. A Man and His Razor By George Ebert It is vain to do with more what can be done with less. William of Ockham This is Ockham’s famed Razor. A shorthand version of the razor might be, “keep it simple.” When complexity is added to a relationship, process or organization without good reason, the result is usually a loss of focus, clarity and effectiveness. Roles become blurred, goals are uncertain and success is haphazard. Bureaucracies are prime violators of the principle. Clinging to management structures designed in t… |
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