One of the most critical jobs a leader has is recruiting their staff. Yet it’s the task that most, if they are honest, are least well equipped for. Now don’t stop reading because your head has said to you ‘I’m well equipped for it so this isn’t about me’. Why not read along and see… Read more
Having worked with hundreds of managers and their staff to develop a coaching culture within organisations, we have come to the conclusion that you will have difficulty creating a productive and engaged coaching culture without having an equally active feedback culture. In many cases, unless feedback becomes the norm there is a ‘coaching void’ i.e…. Read more
Once you let feedback loose in an organisation there is a period where people are trying it on, getting used to it and seeing if everyone else is buying in just as much as them. In the early stages feedback can often be poorly done: too lengthy, softened too much in order to not offend, poorly timed, poorly delivered, emotionally delivered, and a whole host of other accidental failures. If you want feedback to thrive then you need to look beyond the early difficulties and encourage the good use and practice of feedback because, like anything else, it takes a bit of practice particular in the organisational setting where there are so many pitfalls.
360 feedback has now been around for many years and as coaches it is a ripe tool for development conversations. Or at least it should be if used well. However there are some problems with 360 tools that I believe can easily be rectified with a few mindset changes amongst users. In this article, I’m… Read more
Performance reviews have always been a bugbear for many organisations and a challenge for many managers. In recent years, organisations have disconnected the development conversation from the annual pay and reward rounds and some are even moving away from performance ratings with a view to making the conversation less about ‘the rating number’ and more about development. Whichever way you do it, the challenge is always how well the managers deliver when they conduct a session.