There are two fundamental elements of great employees, elements that are rarely taught to them- how to overcome challenges and accept change! Everyday people who have gripes or discord with people and/or work typically are as a result of people fighting challenges or are not focused on overcoming the challenge. We train employees on job-specific duties and rarely teach them behaviors and skills associated with handling inevitable change and challenges they will encounter in the workplace.
One of the toughest things that we go through is our ability to recruit employees. The toughest thing we need to consider is that the world is shrinking and it is very easy for candidates to find out what our organizations are like as well as specific managers and their leadership styles. A brief example might be a candidate going to work for a company and not knowing much about the company. What will the candidate do knowing he or she may have multiple offers from different companies? They may go to LinkedIn and see if they know anybody at the company. This is where a manager's personal leadership brand becomes evident or least it’s perception. A candidate might call someone at the company to find out what that boss is like. On one hand what if the boss has a reputation of not being very engaged and occasionally flies off the handle yelling in staff meetings? On the other hand what if the manager is engaged and has developed a relationship of being positive in a great developer of talent?
What's been a pleasant surprise in the last two years is that the coaching industry and the coaching movement has gone from this concept of, "It would be nice to coach if we had time," to organizations stating, "We must coach our employees." This has been, needless to say, refreshing.
This still begs the question- how do we motivate our managers to coach?
This article is not about how to coach, but how to continue to push our managers up that hill, since time is not an ally when so many managers today wear so many hats.
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.
We hear so much about culture today. So many companies are doing monthly or quarterly engagement studies or surveys. We spend so much time trying to build our cultures through training or assessments. Your culture is driven by the interactions between people. The manager to employee conversation is a critical one. This interaction represents either a positive or a not so positive relationship. This becomes an extension of the organization's culture and its ability to recruit candidates.
If we cannot conduct workplace assessments or surveys without them having to be anonymous so we can get honest and straightforward answers doesn't that speak to our cultural based challenges? A culture should in fact have the ability for people to have direct conversations in interactions without fear or retribution. Measuring peoples engagement and understanding how each and every employee is answered positions each and every manager to have direct and targeted conversations. This is the only way a culture can truly be built on honesty saw cultural growth can be achieved with integrity!
When an employee is disengaged, their motivation, progress, attitude and confidence all plummet. Without proper engagement in their work, employees have difficulty reaching and achieving their goals. As a coach, it can be difficult to coach employees to increase engagement, but here are a few tips that will help.
Coaching employees is like solving a Rubik's cube. Each Rubik's cube is solved differently, you need to use a different combination of steps, algorithms, and processes to get the end result. However, to start solving the cube, you need to get the base cross. This is the first thing you aim to do when you start solving a Rubik's cube, solve for the base cross, once you have the cross, you can figure out how to solve the rest of the cube. The fundamental attributes are this cross. Once an employee has a good handle on these fundamental attributes, you can coach them in all the skill and performance areas that they need to improve upon.
Attitudes can impact an employee’s ability to learn and work well with others as well as their customers. That’s why it’s important for managers to focus on developing the right attitude through employee coaching. Attitude is a choice. You cannot change someone’s attitude or instill a positive attitude onto someone who has a negative one, but you can make an impact. Organizations want to develop a culture of positive attitudes, but it is often the missing piece for many organizations and not addressed until they become negative.
Gallup organization's research shows that less than 30% of employees are truly engaged. However, it also states that 85% of employees who are engaged have said that they are going to stay with their current employer and are not looking for another job.
Mary comes into work every day and is motivated, engaged, has a good attitude, and is ready to tackle any project that might come her way.
Coaching is not managing. Managing is telling your employees what to do, when to do it, and how to do it. Coaching, on the other hand, is a way for managers to guide employees toward figuring out these answers for themselves. By doing this, employees feel more engaged, motivated and prepared to handle future projects and problems they may have. Employees progress with coaching.
As a manager and a coach, giving feedback is one of the most important parts of your job. Without it, your employees wouldn't know what to improve upon or what they are doing well. The purpose of feedback is for your employees to learn where their actions, behaviors, etc. are in relation to you or your company's desired expectation. Feedback given in the wrong way or at the wrong time can have little to no impact on an employees work or behavior. Here are 7 things to consider when giving feedback: