We as coaches like to do what we do. We have access to many resources: personality assessments, certifications, consultants, etc. With our combined experience at The Emerson Suite, we did our research and looked at the market: The history of how the tools were developed Why we have so many personality tools available Why that has not yet solved the most plaguing problems impacting corporations and leaders
Traditional source of conflict: the person Actual source of conflict: the job People don’t know how they are being evaluated So they are missing one another’s expectations One person thinks they get to make the decision Others don’t agree Working at cross purposes The way you know: the two people will argue during the day, and go for a drink together after work
Traditional source of stress: Other people’s personalities, no control, no authority – and a family, no work life balance Actual source of stress: Decisions are made inefficiently, people spend way too much time in the wrong meetings, and when they are in the meeting its ineffective and unroductive
What happens: Conflict + stress leads to bad behaviour
But what do we blame? The person isn’t strong enough, the person isn’t smart enough
Let’s take a look at who’s focusing on this? Starting to introduce new ways of removing stress and handling conflict. These big name companies are introducing a number of different tools related to setting individual objectives to create role clarity, re-organizing their meetings, and having more meaningful business conversations. Namely – it’s not longer just about personality. They are realizing that true performance is a combination of 4 key ingredients that I’m going to show you during this webinar.
If you think these companies are too big to penetrate, that’s probably true. They have their coaches already, and they have been very successful. But look at what is happening around them. Smaller players are coming out of the woodwork – thousands of venture capital transactions are happening every year in North America. These companies are looking to what the big guys are doing and are trying to do the same. They are reading the books, following the blogs, and trying to implement the same methods with questionable results They have fewer resources, and less support. Because they are doing it alone.
We are all being judged and we are all judging at all times. (Throw away point) As women, you’re unfortunately going to be held to a higher standard The whole system is wrong. Going back to Reddin’s definition, the only way to know real effectiveness is to measure it The disturbing part is how frequently it’s embedded in a performance appraisal system…
You must measure not assess it.
The extent to which you achieve the output requirements of your job. This is a critical concept in management. Take a moment and write down the responsibilities of your job. What do you do? You were hired to do a job: Do you know how you are being evaluated?
Note: They are nouns. There are no verbs. There is not hint of “inputs”. Nothing ends in –ing. Given what you know about outputs now, I’d like you to look at your list of responsibilities, and see if you can describe your role in 4-8 outputs. Take everything you do and narrow it right down to 4 – 8 nouns. If you’re having trouble, use the questions at the bottom of your page. Why does your role exist? If you did that activity, what would happen? Why do you do the activity? If the activity didn’t get done, what would be the consequence? I’ll give you guys 3 minutes to work on that.
Metrics are the way you measure achievement of the output (effectiveness areas). How would you measure each of your outputs?
Before we head into Q&A, I’d like to invite you to contact me if you have any questions or interest in learning more about or getting certified in the emerson suite. Send me an email: firstname.lastname@example.org. You can also find more information on our website and connect with us on LinkedIn.
The Emerson Suite - Advanced Corporate Coaching Methods
Advanced Corporate Coaching
July 7, 2016
Mary Legakis Engel and Doug Emerson
Real effectiveness: The extent to which a leader-manager achieves the
output requirements of the job.
Apparent effectiveness: The appearance of effectiveness by observation of
Personal effectiveness: The extent to which a leader-manager achieves
their own personal goals and aspirations.
The only way to know if you’re really
effective is to define the measurable
outputs of the job.