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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 Howl --- Monthly Newsletter -- Issue #1 By Rick Johnson This is CEO Strategist’s initial publication of “The Howl” a monthly newsletter that will discuss relevant issues in wholesale distribution. It will include reader input, questions, comments and guest articles. Tips on best practices in wholesale distribution, sales management, leadership, and even some everyday stuff like tips on improving your golf game.This initial groundbreaking issue contains: Are Employees Really Your Most Precious Asset?What’s the Rave about RONA?Client Corner ---- Ques… 2. Management Development - Micromanagement Works! By Martin Haworth Getting into the detail of everything each of your people does, will really damage your relationships with them. Sure, there are times where their hand needs to be held, and then there are times when you have to be sensitive enough to their needs to back off and let them learn for themselves.Indeed, sometimes you have to brace yourself, but that’s how a child learns, from getting things wrong – so it’s OK to step away and let it happen.However, if you have your nose in everyone else’s work, yo… 3. Stop Being a Salesperson There is absolutely nothing wrong or immoral about being a salesperson. That being said, we have too many salespeople in sales organizations and not enough businesspeople.Salespeople tend to focus on themselves and the products and services they sell. Businesspeople focus on solving business problems and opening new opportunities, focusing on the outcome of the solutions they employ rather than the technical details of the products and services they offer.Stop being a salesperson and become a bu… 4. Which ITIL Process Should We Implement First? By Arno Esterhuizen The following question is usually debated a lot amongst IT managers. “With which process should we start when implementing ITIL?” Everybody has their own views, but here are my takes on it.Some consultants sat that one must start with Service Level Management. Theoretically, it would be the perfect option, but how are you going to negotiate SLA's on your MTTR (Mean Time To Repair) if you are not measuring your MTTR through Incident management. This way you will get an idea of your capabilities… |
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