Coaching offers powerful growth opportunities for every professional. This unique, new program brings group coaching to those new(er) to managing to support them building a great foundation and navigating the challenges of shifting from contributor to manager. In this article, I share seven reasons why this might be the perfect development experience for you or the new(er) managers on your team.
I’ve observed just about every type of dysfunction or malfunction possible with strategy work. Here are the misfires I see most often. Take heed, get the right help, and do everything possible to avoid these tripping points. Your firm’s future and probably your job depends on it.
Feedback—both positive (appreciation) and improvement-oriented–is a vital part of your coaching toolkit. It’s also one of the most troubling, vexing areas for managers because the improvement-oriented (aka constructive) feedback is simultaneously awkward, stressful, and potentially emotionally fraught for all parties. Here are ten ideas to help:
One of the frequent themes in my executive and emerging leader coaching sessions and programs is confusion over how to create and sustain an effective coaching dialog with team members. My goal with this series of articles is to help managers at all levels gain clarity on the types of discussions while guiding them on a regular cadence and rhythm for engaging in these discussions.
In the world of unnatural career acts, shifting from contributor to manager is at the top of the difficulty list. Here are five things you can do as a manager of new(er) managers to help them take off successfully.
Join me and a cast of your peers from across industries and organizations on Friday, 5/12, at noon central for the latest Leadership Caffeine Jam Session, when we come together for an hour to identify and develop solutions for some of the most vexing challenges all managers face
While we regularly focus on feedback as an individual performance tool, it’s also a critical communication tool for driving improvement across groups and for processes and initiatives. Yet, this important, honest communication is in short supply in too many organizations.
In a recent global workshop series, two groups of individuals added their international flavor to the challenging conversations, topics, and guidance. I share the highlights below.
Of all the challenges managers at all levels face, delivering constructive (and even positive) feedback is near the top of the list. There’s good reason—it’s a confusing topic that even the experts who study human psychology and neuroscience disagree on, despite mountains of research. Here are four ideas to help strengthen your feedback culture and effectiveness.
In every challenging conversations workshop I run, the topic of the feedback sandwich (aka the praise sandwich) jumps up, and we spend time sharing perspectives on the use/uselessness of this tactic. Here are some reasons I believe you should say “No” to the praise sandwich in your feedback practices.
