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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. Four Ways To Achieve Great Results ... CONTINUALLY 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.com Word count: 850 Four Ways To Achieve Great Results ... CONTINUALLY by Brent Filson Leaders live and die by results. For almost a quarter of a century, I've been teaching leaders … 2. Software 2005 The Software 2005 conference is now a wrap. This conference, presented by M.R. Rangaswami and The Sandhill Group, is now an annual event and attendance increased 35% this year over 2004. It is an ideal opportunity for those in the enterprise software industry to see what's new and what's coming, as well as to catch up with old colleagues and make new connections. It is also a perfect forum for startups to gain exposure as well as solicit funding and key partnerships.According to Sandhill, there… 3. Performance Appraisal - What IS The Point? From Blaming To Better Performance By Robert Bacal Probably the most misused and abused and disused management tool in history is the performance appraisal. It's the strangest thing. Ask managers or human resources staff whether they think performance appraisal is an important thing to do, and you'll find they usually agree. "Of course it is", is the common response. If you ask why it's important, they will tell you and tell you and tell you. But they don't tell you the right thing!The odd thing is that they often don't get done, and managers,… 4. Leaning Toward Change By Mark Eaton Seduced by the publicity surrounding the impact of Lean on organizations, it’s no surprise that people new to Lean, upon hearing or reading such information, are anxious to implement a continuous improvement initiative in their organizations.What has received little publicity, however, and often frustrates Lean implementation, are the employees on whom Lean is often inflicted, albeit unwittingly. The culture of an organization can repel attempts to implement Lean, so it is vital to understand … |
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