As I sit at my kitchen table on a Sunday afternoon planning work for the coming week, my mind is swirling with the upcoming week’s activities – I’ve nearly finished making the class costumes for my daughters end of term performance, the house is a mess, there is washing to sort out, and of course… Read more
We spend a lot of time with busy people, whether as coachees or as part of our ‘coaching culture’ or ‘high performing teams’ leadership development programmes. One of the most frequent barriers that we face to implementation of the new ideas that these programmes bring is ‘lack of time’. Yet if I had a dollar for every time that time was not the real issue then I would be a very rich man. In this blog we explore the background to being ‘time poor’
Managers Can Be Effective Coaches
An interesting article by Jeff Matthews suggests that much of the training provided for manager-as-coaches has not dealt with the particular challenges that managers face in the corporate environment, in particular the power imbalance.
We agree that there are challenges which make it difficult for managers to take coaching skills back to the workplace. But it’s not impossible. Focusing on the ‘when’ of coaching is an important start. That is, involving people in identifying coachable ‘moments.’ We have identified 13 of these which are common to many organisations and there are more. We find that when coaching is used overtly in a range of situations, people are more likely to see the benefits of it. This then makes it more likely that managers will use coaching skills for performance-related situations. In addition, quality relationships do exist and even flourish within organisations which do not necessarily support a coaching framework. They flourish because the manager sets the tone for them to flourish. If managers have built up a substantial base of Relationship Equity, then coaching is naturally happening. They may not call it coaching of course.
So as manager-as-coach, we suggest that you, with your employees set aside regular time to do seven things. As a result, coaching will be happening without it feeling forced.
I am often asked the question, “What do you think is the best option for work after you have a child?” I don’t believe there is one right answer, however what I have found is that having flexibility when returning to work seems to be the preferred option, with ‘part-time’ being the most common request…. Read more
Every day, all over the world, people spend time in meetings. Meetings get called, people attend and then go to more meetings. However, for all that practicing of meetings, if you ask people in most organisations what they would most like to change it would be the meetings that they attend.
Everyone goes though a phase of trying to fix their meetings at some point or another. These fixes result in lots of activity and many rules such as ‘every topic must have a pre read available before the meeting’, ‘everyone must read the pre-read before the meeting’ ‘ and most often ‘every meeting must have an agenda’.
However, having an agenda doesn’t improve the meeting (which is why many then say, ‘we all need to be prepared’). Take a look at an agenda, and pretend you don’t know anything about it and ask yourself ‘what is this?’ and the only clear answer you will find is often ‘it’s a list’. In this blog we explore why it takes more than just a list to make meetings work.