The coaching industry is growing by leaps and bounds. With that being, said I think we have to be very conscientious of the reasons why we need to coach and not just for the traditional reasons of engagement and performance development, but more organizational reasons as well.
To be blunt, the elephant in the room is always the manager's perception of they don't have time to coach. We hear that at every client site when we start. I always laugh at this because I think if somebody leaves me and I have no time to coach them how when do I have time to even interview somebody to replace them? On the other hand, I think we're asking managers to do more and more than we ever have before; therefore, we must acknowledge time is scarce. So, knowing this conundrum, what do we do?
I’m not the type of person who complains about any customer service error. If a cashier is rude to me, it’s not a big deal; they’re probably having a bad day. If something I order online takes way longer to arrive than the website told me it would, I live with it. If the meal I order isn’t exactly what I receive, I usually just eat what I get.
First of all, millennials are incredible people, and let me also share this major suggestion with you-not all millennial's are alike! Treat each and every employee, including millennials, on their individual merits, characteristics, and opportunities for growth. We tend to categorize and label people too much, cutting ourselves off from truly learning what each individual is about and what they need for career and professional development.
This is written by 16-Year-Old Daughter Bridget: Trust me I did not edit one word as you will see: Well Done Bridget!
My family has a running joke about my father’s intelligence - or, really, his lack of intelligence. We joke that he’s been lying to us for years about graduating college, that he’s never actually read a book, and that my brother and I must be the products of either infidelity or adoption. Even the very concept of my dad’s company has often been the subject of our ridicule - on multiple occasions, I’ve remarked, “Anyone could run his company!” While there is some truth to some of these jokes (even my mom will admit she’s never seen any physical evidence that he graduated college), I’ve gained a lot more respect for what my dad does by working at his company.
This article is written by Peter Mclees: https://www.linkedin.com/in/petermclees/ One of our Progress Coaching Partners.
Conflict can be…well…difficult. Perhaps you can associate with the idea that our best selves do not always show up for the occasion. Before we know it, we’re drowning in conflict and our emotional intelligence becomes emotionally dense while a fire-breathing dragon replaces our deep breathing for calmness.
A foundational building block at Progress Coaching is the knowledge that the number one factor that motivates people for success is a sense of progress. We didn’t just pull that out of the air. In an extensive study completed by Teresa Amabile out of Harvard Business School, 76% of participants felt most motivated when they had the sense that they were progressing or getting better at their job.
People in my industry, including myself, talk an awful lot about “Feedback.” To a degree that makes it seem like it’s this huge, daunting thing. It has gotten to the point where we talk so much about feedback and emphasize the importance of feedback to such a level that we forget one important truth. Rather than being a huge deal, or something to be afraid of, remember that feedback is a conscious conversation that most often takes less than one minute.
Although it is impossible to control another person’s attitude, it is possible to make an impact on someone’s attitude whether it be negatively or positively. Often times, attitude is only addressed when it poses a problem or starts out poorly and gets worse. Positive attitudes are rarely addressed, and rarely do we invest in the good things while rewarding positive attitudes. Coaching can help focus on the importance of positive attitudes while working to improve negative ones.
We spend billions on leadership development, but what about the other side, the people receiving leadership and in this case coaching? What if we taught people how to receive feedback? What if we taught them skills to improve their "coaching reception" skills. This could include how to:
Let's be honest, tracking sales such as leads does not drive sales performance. Tracking won or lost sales also does not drive sales performance. So why do I bring this up? Recently, I met with a sales organization in the manufacturing sector that was telling me they meet with the people every single week for coaching sessions. When I asked her what was the basis of the sessions in terms of what was conducted, she started to tell me typical answers that are related to the top and the bottom of the sales funnel such as:
We hear it all the time " I have no time to coach", but this begs the following humorous perspectives on managers not having time to coach:
Coaching has grown in popularity in terms of setting up a business now more than ever. Coaching continues to rise as the reception of coaching continues to grow in the corporate world. We have life coaches, executive coaches, sales coaches, nutrition coaches, just to name a few. As our market gets crowded, and dare I say saturated,
We hear the term all the time-bench strength. I think this term is used all too often as a reactionary method in case people leave the organization. However, a talent bench is when an organization proactively develops talent that can be used within the department as well as throughout the organization. A talent bench is a strategic asset that a company chooses to build to fill future management positions as well as supplemental leadership positions.
As often providers think, our solutions are magical, and if people would just take training from us, everything would be okay. While this sounds nice, it couldn't be farther from the truth. While I think my company provides great training, other companies do as well, it begs the question, why do managers still struggle to coach? It comes down to one small detail: