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The Key To Effective Coaching

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https://www.forbes.com/2010/04/28/coaching-talent-development-leadership-managing-ccl.html#

forbes.com

The Key To Effective Coaching
Business coaching has gone from fad to fundamental. Leaders and organizations have come to understand how valuable it can be, and they're adding "the ability to coach and develop others" to the ever-growing list of skills they require in all their managers. In theory, this means more employee development, more efficiently conducted.

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Coaching

Focuses on helping another person learn in ways that let him or her keep growing afterward. 

Its purpose is to increase effectiveness, broaden thinking, identify strengths an...

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Keys to effective coaching

  • Building the relationship. It's easier to learn from someone you trust.
  • Providing assessment. Where they are now where they want to go. 
  • Challenging thin...

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SIMILAR ARTICLES & IDEAS:

Feedback

Feedback

Feedback provides an opportunity to gain insights about a person's personal and professional actions.
Without feedback, we will move in the same direction without realizing our shortcomings. ...

Types of feedback

  • Positive vs. negative. Positive feedback confirms that someone is taking good action, while negative feedback shows what actions need to be corrected.
  • Formal vs. informal. Formal feedback is given on a set schedule, and informal feedback is short and follows after an action or event.
  • Annual vs. monthly
  • Verbal vs. written
  • Manager vs. peer

Effective feedback

Effective feedback is:
  • Objective. Don't let your personal feelings get in the way.
  • Timely. Feedback should follow when the event is still fresh.
  • Constructive. Give respect and show that you have their best interests in mind.
  • Actionable. Feedback must include immediate next steps.
  • Warranted. Give your employees room for mistakes and learn from them.

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1:1 meetings

1:1 meetings

1:1 meetings matter. It is important to nurture that essential employee-manager relationship. But it still not easy to get right.

Under pressures, managers are still juggl...

1:1 category

The goal of an effective 1:1 is not an update from your direct report or for you to lay down some instructions. It's a conversation. It's a chance to hear about your direct reports' ideas for your product, their career goals, and possibly their opinion of their performance.

Keep a list of three potential topics ready for discussion. When they say they have nothing to discuss, you can jumpstart the conversation with one of your items.

Manager's best tool

Your most precious resource is your own time and energy. When you spend it on your team, it helps build healthy relationships.

Your job as a manager isn't to give advice or 'save the day.'' It's to empower your reports to find the answer themselves. If you want to understand what's going on, ask. Let her lead the conversation while you listen and probe.

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“The biggest risk is not taking any risk. In a world that is changing really quickly, the only strategy that is gu..."

Mark Zuckerberg, CEO of Facebook

Skills Needed In Digital Leaders

  • Work together, complement each other, and function as a team.
  • Able to operate on and enable environments that are more dynamic, team-centric, and connected.
  • Lead and build teams and partner with the broader ecosystems, keep people connected and engaged, and drive a culture of innovation, learning, and continuous improvement.
  • Lead a workforce that includes contractors, the contingent workforce, and crowd talent.
  • Understand how different business functions, industries, and technologies come together to form solutions.
  • Comfortable and competent with risk-taking.

Demographics And Leadership Destiny

Millennials expect to be developed via opportunities, mentoring, and stretch assignments. However that is hard to come by in top-heavy companies. 

Most millennials think their roles provide little development while most companies report they have excellent or adequate programs for Millennials.

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Agile leadership

Focuses on fast decision making, short-term goals, and the empowerment of individuals

And it has expanded to include general leadership skills like acting on a shared vision, le...

The 2 elements of the servant leadership

  • Vision: Creating a shared vision is the leadership part of servant leadership;
  • Implementation: Helping people implement that vision is the servant part of servant leadership.

Agile leaders are servant leaders.

Situational Leadership® II (SLII®)

It's a servant leadership model taught by The Ken Blanchard Companies, based on the belief that leadership style should be tailored to the situation

This kind of flexibility is a key principle of agile organizations.

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Leadership Development

Leadership development is viewed as a current and future priority. Despite efforts to produce and nurture new leaders, only 7 percent of senior managers think that their companies develop global le...

Overlooking context

Many training initiatives assume that the same group of skills or leadership styles are suitable without considering the strategy or organizational culture of a company.

An excellent leader in one situation does not necessarily perform well in another. Focusing on context means equipping leaders with two or three competencies that will make a distinction to performance, rather than a list of leadership standards that is of no specific benefit.

Separate reflection from real work

Companies face a challenge when it comes to planning the program's curriculum.  Adults typically retain only 10 percent of what they hear in classroom lectures, but nearly two-thirds when they learn by doing. 

The answer seems straightforward: tie leadership development to real on-the-job projects. While it is not easy to create opportunities that simultaneously address high-priority needs, companies should strive to make every major business project a leadership-development opportunity as well.

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One on one meetings

...are held between a team leader and team member

They are conversations that usually last no longer than 10 to 30 minutes where they discuss what is going well and what needs t...

A recommended agenda

Most effective one on one meetings typically last about 30 minutes:

  • 10 minutes for the direct report from the employee;
  • 10 minutes for the manager’s remarks and messages, and;
  • 10 minutes for the employee and manager to draw a way forward.

Objectives of effective 1:1 meetings

  • find out about the employee’s current emotional state.
  • track the status of the employee’s performance and how their goals are coming along.
  • learn if there are any obstacles in the way to the employee’s goals.
  • discuss specific issues – either the employee’s, the manager’s, or both.
  • get honest value-added feedback from the employee.
  • provide an opportunity for the manager to coach the employee.
  • share formal and informal information about the team and company as a whole.

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The Pressure Of Time

Most leaders have familiar approaches to managing time: setting goals, planning, delegating, tracking commitments, and creating to-do lists. While these approaches do help in self-organization, the...

Sustainable Productivity

Instead of increasing the number of productive hours, we can focus on getting the right things done in a timely way. We also need to restore and balance ourselves, our colleagues, family and environment, instead of a neurotic or pathological focus on deadlines.

Find out what's truly important to us and use the finite resource of time wisely.

Phantom Workload

Phantom workload looks like real work but results in massive unproductivity and even conflict in an organization. The pressure to meet unrealistic expectations causes a vicious cycle of further workload.

Leaders need to take a hard look at what is being avoided or not addressed. Facing difficult tasks that were 'swept under the carpet' earlier strengthens them further to make hard decisions and face difficult people and situations.

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Understand Your Performance Evaluation

Find out if your performance evaluation is according to what you understand. Identify your goals and key performance indicators with your manager, and discuss accordingly.

Solve your Blind Spots

Ask for feedback, learn from it and adjust your performance (or behavior) according to the areas of improvement that you get to know from others.

Example: After giving a presentation, talk about what went well and ask if there is something that you could have done better.

Keep a Journal

Keeping a journal with a record of your learnings and feedback (areas of improvement) can keep us on the right path, and speed up our progress, and learning too.

Listing out 5 or 10 areas of improvement and tracking the progress in weekly or monthly reviews is a great way to develop your career.

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Leaderships skills related to EQ

  • Working to inspire and motivate those around;
  • Focus on collaboration between team members, which creates synergy and a better experience for employees;
  • “Walking the talk,” or a...

The questions to ask for success

The questions to ask for success

Ambitious professionals often spend much time thinking about strategies that will enable them to reach greater levels of success. But, despite their accomplishments, they still lack a true sense of...

Managing your career is your responsibility

To define success for yourself, you must take a step back and reassess your career. It starts with acknowledging that managing it is your responsibility.

Taking control requires you to take a fresh look at your behaviour in three areas:

  • Knowing yourself
  • Excelling at critical tasks
  • Demonstrating character and leadership

Knowing yourself and your skills

Taking responsibility for your career starts with an accurate assessment of your current skills.

  • Write down your three greatest strengths and your three most significant weaknesses. This requires reflection and seeking the views of people who won't mind telling you the truth. It takes a willingness to confront your weaknesses, fears, and blind spots.
  • Figure out what you genuinely enjoy doing. Then ask how well it matches what you currently do. Loving what you do gives you the strength to weather personal setbacks, overcome adversity, face and address your weaknesses, and work long hours required to reach your full potential.

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