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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. Applying Lean Six Sigma to Service By Peter Peterka Although both Six Sigma and Lean Flow have their roots in manufacturing, it works just as effectively in service industries. Much of the U.S. economy is now based on services rather than manufacturing and many service organization managers are wondering how they can achieve the tremendous process improvement benefits of Lean Six Sigma to their service organization. Many service organizations have already begun to blend the higher quality of Six Sigma with the efficiency of Lean into Lean Six S… 2. Lead by Example - 11 Benefits to your Business By Martin Haworth How you run your business is, of course your business. A little focus from your end will dictate the way your people act and behave. So the onus is on you to show the way.Why does this matter?If you create a style of working within your organisation which is able to get the very best from your people, you will have a vibrant business, your people will develop beyond their (and even your) expectations and above all, you will enjoy your work and success more than ever before. Try these elev… 3. Getting the Marketing Groove Wouldn't it be great to have a year where your marketing efforts were streamlined and got the results you were after? None of us want to struggle with marketing, and yet this is the one topic that continues to be highest in the minds of small business professionals. Let's really consider some of the reasons that can sabotage our marketing efforts, and how we can turn that around. Lack of a marketing mindset - we don't see ourselves as in the marketing game. The truth is, if you are out there ru… 4. Quick Tip - Effective Meetings Earn a Profit Most people treat meetings as a free resource that can be used to deal with any issue. As a result, huge amounts of time and money are wasted on trivia. A meeting is a business activity (not a social event) and should be designed to earn a profit. Here’s how.Once you’ve prepared the goals for your meetings, use the following analysis to plan the agenda.1) Calculate the cost of the meeting by multiplying the number of participants (N), their labor rate (R), and the length of the meeting (t). Then… |
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