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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 Do’s and Don’ts of Giving Feedback By Inez Ng Being able to give effective feedback is not just a good skill to possess in business, it is a great life skill to have. Because when you are masterful at giving feedback, not only can you help your employees to sustain continuously improving performance, you can also improve the performance of the baseball team you coach, the cleaning lady at home, or the performance of your own children on completing their chores. Any person’s performance in any activity can be positively impacted by effec… 2. Delegation and empowerment: levels of freedom When you delegate tasks or processes, you transfer a certain level of freedom in how the tasks are to be handled. These levels range from simply giving instructions to be followed right through to handing over a complete project that then becomes part of the person's job description. But how do you decide? Here are three measures you can use: 1. The level of experience of the person to whom you are delegating. How much experience does this person have with the company? With the department? How f… 3. 4 Tips on How to Avoid Communication Lines Breakdown By Vera Haitayan For example, in a small, two-person company, there is often the greatest opportunity for direct conversation and discussion throughout the day. There are only two possibilities for verbal communication and it’s usually quick, easy and descriptive.If, however, a third member is added to the team, then six possible lines of communication are created - an increase of 300%. Direct communication becomes more difficult and often messages are interpreted (or misinterpreted) in a variety of different … 4. Effective Talent Management By Michael Beitler When three leading magazines (Harvard Business Review, Business Week, and Training & Development) all have cover stories about talent management the same month, it is safe to say you are looking at a hot topic.Talent management (the recruiting, training, and retaining of good workers) has had many names over the years, but it is certainly not new. While the topic is not new, how we think about it has evolved over time.As early as the late 19th century, business organizations turned to universi… |
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