As leaders, we invest time and energy in learning and applying new skills, but do we ever ask how those receivers could help us? For example, if I want to be a great leader-as-coach, I need to become really clear on the specific behaviours that I want to put into action, for what kind of situations, what reinforcement I need, as well as the benefits staff can expect. And then, I don’t keep it a best kept secret. I make all of this transparent with my staff. Anecdotal evidence for the benefits of this approach are refreshing and help make the learning, stick further.
Clearly explaining what you are looking for in terms of improvement from a member of staff can save time, energy and stress for you and your staff member. The SBI feedback model is a useful tool to follow.
Most of us can tell when we are demotivated; when the job isn’t right for us, when the environment has gone bad or the boss is just not the kind of person you can work with. We all recognise those external factors that demotivate us reasonably easily. But what if the job is ok, environment ok and the boss is fine, but we are still not firing on all cylinders? No stress, not tired, but you aren’t operating at 100%
At Altris we are all about sharing useful information to save you time trawling through the many pieces of information that come into your inbox everyday. I came across an interesting article on Women’s Agenda, written by Gillian Franklin, Director of The Heat Group, which shares the results of a recent Heat Group Poll, looking… Read more
One of the most interesting challenges for anyone involved in training is whether the trainees will put the training into action. For those of us involved in leadership training it’s even more interesting to consider whether the theories, concepts and models you share will make any difference in the workplace of the leaders you share them with. This blog explores the main facets of translating theory into action.