When organizations need to improve their workplace cultures, we often talk about our employee cultures or our workplace cultures from a distance. We talk about engagement in these nebulous, ambiguous terms.
What if employees were reminded daily how to be great teammates, how to show up with a positive attitude, how to listen (truly, actively listen), how to give leaders latitude, and how to seek and accept feedback on a regular basis. How do we do that?
This month we've really focused on something called Reverse Engineered Coaching. How does it work?
In developing ourselves and helping develop other people, one of the forgotten arts is journaling. I have become a huge journaling advocate, probably for the last 20+ years. Even though I'm not a coffee drinker, I'll often just go to a coffee shop, pull out a notebook and just write ideas, observations, ideas for the companies, messages I want to send to clients,..
After 30+ years of teaching leaders how to coach, I still get the question a lot:
More and more tools are coming out in the workplace coaching sphere that allow us to have asynchronous conversations. Asynchronous means something that doesn't always occur at the same time, much like the traditional coaching method of set weekly or monthly sessions. Asynchronous is more flexible whenever you need it.
When we think about emotional intelligence (EQ), it's really about understanding your emotions. Most people, especially in high school or college, don't typically attend semester year-long courses in emotional intelligence. Yet what if they would? What if they could? What if universities offered it? What a wonderful opportunity.
One of the greatest lessons I learned, which was over 40 years ago at IBM, is the value of being in control of feedback.
Journal-based coaching really has taken on many different nuances. In The Progress Principle by Teresa Amabile, she used journaling to actually create contextual, if not statistical references to the benefits of progress. What did she notice?