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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. Comparing Costs: E-Learning Vs Traditional By Michele Webb It is important for managers and organizations to consider a number of different factors when determing the best training delivery approach for their staff or organization. Factors include: efficiency, timeliness, consistency and appropriateness of the delivery method. The key factor for most organizations, however, is program cost. Program cost may be comprised of a number of related sub-factors, too, which may include: development costs, instructor time, materials, travel, and opportuni… 2. Counseling Interviews for the Marginal Employee By Andrew E. Schwartz ACTIVE LISTENING: The most frequent cause of failure in therapeutic counseling interviews is the interviewer’s tendency to talk too much. Numerous studies have shown that in counseling interviews the average manager will talk as much as 85 percent of the time. For a counseling interview to serve its purpose of drawing out responses from the employee, the interviewer must be an effective listener, not a talker. The manager must know how to ask questions which force the employee to speak about h… 3. Decisions, Decisions By Julane Borth Thirty years ago, Jerry Harvey, a professor at George Washington University told a true story about an incident that occurred when he and his wife visited his in-laws in Texas one summer. On a scorching August afternoon, they were enjoying a game of dominoes and cold lemonade on a shady porch when Professor Harvey’s father-in-law suggested that they drive to Abilene and have lunch in the cafeteria. Harvey later explained that he thought it was a crazy idea, but he didn’t want to spoil everyo… 4. How to Use Humor to Diffuse Conflict By Carla Rieger Before I criticize someone, I walk a mile in their moccasins. That way, if they get mad, they're a mile away and barefoot.Humor used the right way at the right time can be just what you need to diffuse a conflict at work. The credit industry is full of great opportunities to disarm negativity. Diffusing a tense situation can help all parties involved find a mutually satisfying solution more quickly. The trick is to put water, not fuel on the fire. A compassionate and benevolent intention go a … |
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