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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. Creativity Management - The Value of Being Prolific By Kal Bishop When asked his secret to success, the author Graham Green said that it was down to his always writing 500 words a day. There are real reasons why this philosophy rings true:a) The single best creative product tends to appear at that point in the career when the creator is being most prolific – quality of output is closely related to quantity.b) In the early stages, relative lack of experience, knowledge and refined methodology limits performance to sub-optimal levels. With time these factors i… 2. A Better Way To Work - Workplace Democracy By Rahul Dewan Recently, during a discussion with Suman, a co-worker in the car while stuck in a traffic jam on the way to a client meeting in Gurgaon, I shared the vision of transforming Srijan into a company in which all its members collectively manage the growth, direction, etc. In response, Suman said, we already have a good work environment within the company; and why we should think of such measures at all?I tried but could not provide an answer; and asked him to allow me to write down why, as I am b… 3. Issue Management Methodology for Tracking Project Issues 1. What is an Issue?An issue is an incident, circumstance, problem or inquiry that affects or potentially affects the timely delivery of the project, product or service, it may also impact the quality of deliverables and the cost of production.Some projects are ongoing and the definition of an issue is a little different. A help desk defines an issue as a request for help that requires a response. A service department keeps track of service requests as issues. A software maintenance group tracks… 4. Finding Proactive Solutions: A Key to Demonstrating Your Management Fitness By Tracy Peterson Turner, PhD In my book Talking Points: 25 Tips for Clear, Credible Communication, Tip #17 states: “Managers and professionals in positions of responsibility got there by finding solutions to problems. They didn’t rely on someone else to come up with the remedy. They worked to find solutions proactively.” Those of us in positions of responsibility can demonstrate our management fitness by looking for and adding a proactive step whenever we encounter potential problems. Adding that proactive step demonstrat… |
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