to coaching, we suggest:
This document discusses bringing more science and evidence to the art of coaching. It aims to answer key questions about coaching through applying research from related disciplines like counseling, interviews, and medicine.
1. Develop a standard set of questions that coaches can
use to structure their coaching conversations. These
questions should focus on specific past behaviors,
situations, and hypothetical future scenarios.
2. Train coaches on how to ask these types of questions
effectively and how to probe for more complete and
consistent answers.
3. Encourage coaches to practice these skills with each
other before using them with direct reports. Provide
feedback to improve consistency
How Coaching Leads Your Business to Success?Centerfor HCI
Coaching helps a lot in the progress of an executive. Coaching helps leaders provide more clarity to their workforce and stakeholders. It also ensures that their actions are aligned with purpose, vision, and values. This improves business and gives them confidence so as to make empowered decisions.
Reinvent Performance Management-Build an Agile Coaching Culture V2ICC_ktlDr. Karyn Trader-Leigh
The document discusses the need for continuous learning and development in volatile, uncertain, complex, and ambiguous (VUCA) environments. It argues that traditional performance management and annual performance appraisals are no longer effective and instead, organizations should focus on building a coaching culture where managers use coaching skills to provide frequent feedback and development. An organizational coaching continuum is proposed that includes team, project, and employee engagement coaching. Building a coaching culture requires training managers in performance coaching to create high-performance work environments where employees can grow and develop.
More and more CEOS are retaining executive coaches. Unfortunately, there are still too many who do not. My proven approach to coaching CEOS is described in this PDF presentation.
Executive coaching can help bridge the gap between knowledge gained from traditional training programs and real-world implementation of that knowledge. Coaching provides a personalized process led by an expert to help individuals capitalize on their strengths and minimize weaknesses. It addresses issues like implementation challenges, individual uniqueness, and adapting knowledge to one's specific work environment. Coaching yields better results than traditional programs because it provides feedback and guidance directly in the work context. Executives often benefit from coaching during times of change, new challenges, or when seeking to develop new skills or address problems in new ways. Coaching works best when the individual has specific goals in mind and is open to feedback to enable positive change.
Transformational Executive Coaching
Expands people’s capacity to take effective action.
Challenges beliefs and assumptions that are responsible for one’s actions and behaviors.
Examines what one does, why one does what one does, but also who one is. What are the principles upon which one forms identity?
A coaching culture is defined as one where coaching is the predominant style of managing and working together, with a commitment to growing both the organization and its people. Organizations develop coaching cultures to focus on high performance, engage employees, and continuously develop skills at all levels. Key attributes include integrating coaching into policies, demonstrating commitment from senior leaders who coach others and receive feedback on their coaching skills, and permeating coaching principles throughout all relationships. While no organization has fully attained a coaching culture, frameworks exist to assess stages of development and guide organizations seeking to introduce or further develop their coaching culture.
Performance Reviews - How to Really Make Them About Performance | Webinar 12....BizLibrary
In the field of employee relations and labor/management conflicts, sometimes we have to work hard to find things about which both sides (employee and management) agree. One such area is performance reviews or appraisals. It’s just about universally true that nobody likes performance appraisals. But, the effective, accurate and objective evaluation of each employee’s performance holds the key to improving the overall performance of your entire organization. In this webinar we'll discuss:
The role of performance management
Why we do performance reviews
Key strategies for effective performance management
Continuous learning and development
www.bizlibrary.com
How Coaching Leads Your Business to Success?Centerfor HCI
Coaching helps a lot in the progress of an executive. Coaching helps leaders provide more clarity to their workforce and stakeholders. It also ensures that their actions are aligned with purpose, vision, and values. This improves business and gives them confidence so as to make empowered decisions.
Reinvent Performance Management-Build an Agile Coaching Culture V2ICC_ktlDr. Karyn Trader-Leigh
The document discusses the need for continuous learning and development in volatile, uncertain, complex, and ambiguous (VUCA) environments. It argues that traditional performance management and annual performance appraisals are no longer effective and instead, organizations should focus on building a coaching culture where managers use coaching skills to provide frequent feedback and development. An organizational coaching continuum is proposed that includes team, project, and employee engagement coaching. Building a coaching culture requires training managers in performance coaching to create high-performance work environments where employees can grow and develop.
More and more CEOS are retaining executive coaches. Unfortunately, there are still too many who do not. My proven approach to coaching CEOS is described in this PDF presentation.
Executive coaching can help bridge the gap between knowledge gained from traditional training programs and real-world implementation of that knowledge. Coaching provides a personalized process led by an expert to help individuals capitalize on their strengths and minimize weaknesses. It addresses issues like implementation challenges, individual uniqueness, and adapting knowledge to one's specific work environment. Coaching yields better results than traditional programs because it provides feedback and guidance directly in the work context. Executives often benefit from coaching during times of change, new challenges, or when seeking to develop new skills or address problems in new ways. Coaching works best when the individual has specific goals in mind and is open to feedback to enable positive change.
Transformational Executive Coaching
Expands people’s capacity to take effective action.
Challenges beliefs and assumptions that are responsible for one’s actions and behaviors.
Examines what one does, why one does what one does, but also who one is. What are the principles upon which one forms identity?
A coaching culture is defined as one where coaching is the predominant style of managing and working together, with a commitment to growing both the organization and its people. Organizations develop coaching cultures to focus on high performance, engage employees, and continuously develop skills at all levels. Key attributes include integrating coaching into policies, demonstrating commitment from senior leaders who coach others and receive feedback on their coaching skills, and permeating coaching principles throughout all relationships. While no organization has fully attained a coaching culture, frameworks exist to assess stages of development and guide organizations seeking to introduce or further develop their coaching culture.
Performance Reviews - How to Really Make Them About Performance | Webinar 12....BizLibrary
In the field of employee relations and labor/management conflicts, sometimes we have to work hard to find things about which both sides (employee and management) agree. One such area is performance reviews or appraisals. It’s just about universally true that nobody likes performance appraisals. But, the effective, accurate and objective evaluation of each employee’s performance holds the key to improving the overall performance of your entire organization. In this webinar we'll discuss:
The role of performance management
Why we do performance reviews
Key strategies for effective performance management
Continuous learning and development
www.bizlibrary.com
Are you giving a below par performance in your working organization or in your own business? If yes, then hiring an Executive coach will never be worthless. They will help you step by step in becoming a strong leader and to regain the confidence you have lost long before. But how will you choose the right Executive coach and how helpful they will be in the process of achieving your desired goal? Go through the slide to know the details.
"Executive Coaching Revealed: What You Need To Know" provides information for those who are considering engaging in an executive coaching process. The whitepaper provides definitions, coaching models, and a roadmap for selecting the right coach.
Building & Sustaining a Coaching Culture - Bill Medd, Legacy Bowes GroupMBHomeBuilders
The opportunity for coaching occurs at every level throughout an organization. Employees move through roles and responsibilities that change from a narrow focus to leadership roles where process, task and people skills are required, to senior level roles with a focus on communication, influencing and strategic thinking. No individual has well developed skills in all areas upon assuming a new job and a good coach will identify areas for development and provide support and follow up in a consistent manner.
We can all become effective coaches and help our organization develop a coaching culture. It's good for our employees, good for us and good for the organization as a whole.
Is your training paying dividends: employee development, behavioral change, and or better leadership? Smart CEOs realize that organizational success really begins and ends with the employees’ development that supports day-to-day actions that sustain organizational success. Today, due to the Internet and the ability to conduct evaluations, online surveys, multi-rater 360˚ feedback, webinar training, and live streaming, programed learning modules create formats for on-going talent and training development. So many opportunities, so little behavioral change! Why isn’t training working?
The executive coaching process described involves 5 stages: 1) Self-discovery through assessments to identify strengths and weaknesses, 2) Adaptation and change to address weaknesses in skills, behaviors, and mannerisms, 3) Action-based learning to develop competence in strategic leadership, 4) Taking action to implement changes and strategies, and 5) Continuous support over 6-14 months to facilitate and support changes. The goal is to improve leadership performance and achieve superior organizational results through a behavioral change and learning process supported by executive coaching.
Success Beyond a Test: The Importance of Application in Performance ImprovementBizLibrary
This document discusses ongoing evaluation and reinforcement of training programs. It emphasizes measuring behavior change and business outcomes, not just reaction and learning. Strategies presented include meeting with managers, communicating results to stakeholders, collecting data and testimonials. Tactical activities involve tracking critical behaviors, using checklists and surveys, and providing reminders and recognition. The document stresses preparing for training by defining critical behaviors and business goals upfront.
Executive coaching provides senior managers opportunities for honest feedback, discussion of sensitive issues, and planning for development. It is a cost-effective, practical, and results-oriented option for self-development. Executive coaching establishes a one-to-one relationship within an organization to encourage self-awareness, problem solving, and learning. Great executive coaching comes from a meaningful relationship between coach and client that facilitates understanding, skills development, and a sense of achievement for the client.
Does executive coaching work? The questions every coach needs to ask and (at least try to) answer.
Rob Briner
January 9th 2013
DOP Annual Conference, Chester, UK
return on investment in executive coachingguest3307d2
This document discusses return on investment (ROI) in executive coaching. It provides international findings showing that executive coaching delivers an average ROI of 5.7 times the initial investment. Two local case studies are presented, one involving executive team coaching that achieved a 750% ROI, and one involving one-on-one executive coaching of a CEO that achieved an 800% ROI. Five practical ways to deliver a 500% ROI from an executive coaching program are outlined. Executive coaching has been shown to be most beneficial in areas like reducing isolation, facilitating feedback and growth, supporting personnel through change, increasing managerial effectiveness, and increasing productivity.
Mentoring That Works Avoid 6 Common MistakesSafe Rise
This document discusses common challenges with mentoring programs and provides recommendations to address them. It covers 6 common challenges: 1) insufficiently motivated mentors, 2) protégés not clearly defining goals, 3) ineffective matching of mentors and protégés, 4) protégés feeling guarded, 5) limited ongoing support, and 6) little outcome tracking. The document recommends articulating benefits to recruit motivated mentors, helping protégés set clear and measurable goals, using data and automated tools to improve matching, and providing ongoing support and outcome tracking.
A study was conducted to determine the return on investment (ROI) of an executive coaching program for 43 leadership participants at a Fortune 500 company. The coaching program produced significant benefits:
1) It generated a 529% ROI from increased productivity and a 788% ROI when including employee retention benefits.
2) Coaching improved business measures like productivity, employee satisfaction, and customer satisfaction.
3) 77% of participants reported coaching had significant impact on business measures and 60% identified specific financial benefits from coaching.
The document outlines 7 ways to improve coaching ROI and maximize the impact of coaching programs. It recommends: 1) preparing coachees' mindsets before programs begin, 2) securing senior management support and defining their roles, 3) prioritizing goals and measuring success, 4) selecting optimal target groups and individuals, 5) using competency models to guide outcomes, 6) tying progress to performance management, and 7) establishing progress review schedules. The document provides additional details on each recommendation and suggests assessing an organization's coaching system readiness through a short survey.
Is your organization prepared for your leadership readiness gaps? According to Forbes Magazine, (11/17), only 25% of organizations have leaders ready to meet tomorrow’s business challenges.
There are 7 strategic decisions HR can make to properly build and deploy an effective leadership development program.
HR has a unique opportunity to engage as an important strategic partner for the business by insisting on a more formalized approach to leadership development. And, there's programs that work and programs that don't!
At the end of this webinar, participants will identify:
- The 7 Strategic Decisions to Walk Through for an Effective Leadership Readiness Program
- How to Build and Make the Case for Leadership Development within your Organization
- How to Design your Approach - including how to select participants and what components will be the best fit for your organizational goals
- Key Methods for Tracking Results and Measuring the ROI
How to Create a Culture That Fosters Employee Engagement | Webinar BizLibrary
Zombies are the walking dead. Disengaged employees are dead productivity-wise. Both are contagious and pose a risk to those among them. Additionally, disengaged employees cost organizations a lot of money. The frightening facts:
70% of employees are disengaged and actively disengaged.
Nearly 1/3 of employees think their managers fail to effectively communicate goals.
40% of employees say they don't receive regular, clear feedback on their performance from their manager.
(Sources: Gallup and Tower Perrins)
So, how can we overcome the walking dead and create a culture that fosters engagement. The cure? Your managers. In this webinar we'll discuss how to develop your managers and improve your organizational culture.
This document provides an overview of coaching and mentoring. It defines coaching and mentoring, discusses models like GROW and SMART for setting objectives. It covers selecting coaches and mentors, different types of coaching, creating a coaching climate, and common mistakes in mentoring. The document outlines the steps in coaching and mentoring processes and concludes with a summary and questions.
WABC - Top 10 Linkedin Techniques To Get New Business Coaching ClientsSocial Jack
Learn how business coaches are securing leads, filling events and locking in qualified appointments!
NEW CLASS:
http://linkedin4coaches01.eventbrite.com/
In this in-depth FREE Training Overview, Dean DeLisle, Founder and CEO of Forward Progress – a Chicago based Coaching and Training Organization and a long-standing member with Worldwide Association of Business Coaches, will lead this webinar, guiding you through step by step on what YOU can do to begin leveraging your LinkedIn account to ACTUALLY generate NEW coaching business for 2010!
Featured frequently in news publications, radio and television, Dean DeLisle has helped over 4,000 clients connect with over 25 million leads and close over a billion dollars in sales—all by helping them make the connections that count.
Getting new business is critical in today’s business world where every targeted lead counts! Join the thousands of people who have generated new business in the last few months just by simply attending these webinars!
“Dean DeLisle is one of the foremost experts on using Social Networks for effective business marketing. Others offer introduction classes which provided me no value. Dean’s program got me up and running with immediate results to my bottom line.” — Darlene Ziebell, Executive Coach, Ziebell Enterprises, Inc.
ALL registrants will get access to the recording and materials.
In this jam-packed one-hour webinar, you will learn HOW TO:
• Optimize your account
• Find your target clients
• Leverage the power of Groups
• Increase your Google rankings
• Track your success
• Access new areas of LinkedIN
• Access new tools available
We look forward to seeing you there!
Executive coaching has become a widely used leadership development technique over the past decade. However, it remains underutilized in many organizations due to a lack of empirical research demonstrating its effectiveness. The authors conducted research to quantify the business outcomes and return on investment of executive coaching. They interviewed 100 executives who had completed coaching programs, as well as supervisors and HR representatives. The executives described behavioral changes, tangible business benefits, and estimated monetary value. Their estimates were adjusted to isolate the impact specifically from coaching. The results showed that executive coaching positively impacted behaviors, business outcomes, and provided an average return of over four times the cost of the coaching program.
Onboard, not Overboard: How to Use Training to Drive New Hire ProductivityBizLibrary
With the economy turning around, many growing companies are starting to recruit talented new employees. That means a lot of first days on the job and a lot of time and money to spend while new employees get up to speed. What if you could lessen the time it takes for an employee to reach his or her full potential?
According to a study by Aberdeen Group, effective on-boarding improves retention rates by 52 percent, time to productivity by 60 percent and overall customer satisfaction by 53 percent.
We’ve identified five ways to accelerate the time it takes to get a new employee up to speed.
How to Gain and Retain Employees with Training and DevelopmentBizLibrary
In this webinar we’ll discuss 5 best practices with training and development to gain and retain your employees, including:
Develop leadership skills of your managers
Clearly define expectations
Ensure training goals are aligned with company objectives
How to deliver training based on your employees’ preferences
Recognize and reward
www.bizlibrary.com
Your organization's greatest assets are the human capital. Are you investing in them wisely?
An insurance company I conducted sales leadership training for saw new sales go up by 20% as a result of the training.
Another company I conducted employee motivation training for, saw absences and “call in sicks” reduce by a whopping 37.67%.
Do you want to supercharge your organization’s performance?
Do you feel like there’s more that your business could be accomplishing?
Are you ready to take your employees or members to another level?
Looking for a keynote speaker at your next event?
I offer customized lectures, seminars and workshops for small, medium and large organizations with the desire of equipping their employees with the skills and knowledge they need for increased productivity and results.
Some popular courses I offer are:
Overcoming Obstacles & Challenges
Customer Service
Leadership & Influence
Employee Motivation
Leading Innovation and Change
Digital Marketing Basics
Workplace Stress Management
Effective Communications
Building Passionate Teams
Performance Management
Business Ethics
Business Writing
Emotional Intelligence
Consultative Selling
Strategic Planning
Facilitation Skills
Coaching & Mentoring
How developing-a-coaching-culture-pays-offEmma Ford
1) Developing a coaching culture within an organization can dramatically improve productivity, employee engagement, retention, development and supervisor performance.
2) To create a coaching culture, organizations should set clear expectations that coaching is important, provide managers a process to follow for coaching, train managers in coaching skills, organize efforts systematically across the organization, and monitor progress through metrics.
3) Building a coaching culture provides double benefits - improving individual skills through training, and transforming the overall organizational culture when a critical mass of managers adopt coaching practices.
Measurement is the first step that leads to control and eventually to improvement. If you cannot measure something, you cannot understand it. If you cannot understand it, you cannot control it. If you cannot control it, you cannot improve it.” ― H. James Harrington
Workplace surveys are one of the most common tools used to sense employee pulse and learn what is important to employees. They are generally used to measure satisfaction levels, concerns, and confidence at work. Surveys provide hidden insights on specific as well as broad issues that go unnoticed by the management.
However, conducting a survey is only the first step towards greater engagement. The biggest failure of a survey happens when a survey is conducted before any action is taken for the last survey conducted. Creating a plan to act on the results and implement changes that are visible to others is equally important.
Are you giving a below par performance in your working organization or in your own business? If yes, then hiring an Executive coach will never be worthless. They will help you step by step in becoming a strong leader and to regain the confidence you have lost long before. But how will you choose the right Executive coach and how helpful they will be in the process of achieving your desired goal? Go through the slide to know the details.
"Executive Coaching Revealed: What You Need To Know" provides information for those who are considering engaging in an executive coaching process. The whitepaper provides definitions, coaching models, and a roadmap for selecting the right coach.
Building & Sustaining a Coaching Culture - Bill Medd, Legacy Bowes GroupMBHomeBuilders
The opportunity for coaching occurs at every level throughout an organization. Employees move through roles and responsibilities that change from a narrow focus to leadership roles where process, task and people skills are required, to senior level roles with a focus on communication, influencing and strategic thinking. No individual has well developed skills in all areas upon assuming a new job and a good coach will identify areas for development and provide support and follow up in a consistent manner.
We can all become effective coaches and help our organization develop a coaching culture. It's good for our employees, good for us and good for the organization as a whole.
Is your training paying dividends: employee development, behavioral change, and or better leadership? Smart CEOs realize that organizational success really begins and ends with the employees’ development that supports day-to-day actions that sustain organizational success. Today, due to the Internet and the ability to conduct evaluations, online surveys, multi-rater 360˚ feedback, webinar training, and live streaming, programed learning modules create formats for on-going talent and training development. So many opportunities, so little behavioral change! Why isn’t training working?
The executive coaching process described involves 5 stages: 1) Self-discovery through assessments to identify strengths and weaknesses, 2) Adaptation and change to address weaknesses in skills, behaviors, and mannerisms, 3) Action-based learning to develop competence in strategic leadership, 4) Taking action to implement changes and strategies, and 5) Continuous support over 6-14 months to facilitate and support changes. The goal is to improve leadership performance and achieve superior organizational results through a behavioral change and learning process supported by executive coaching.
Success Beyond a Test: The Importance of Application in Performance ImprovementBizLibrary
This document discusses ongoing evaluation and reinforcement of training programs. It emphasizes measuring behavior change and business outcomes, not just reaction and learning. Strategies presented include meeting with managers, communicating results to stakeholders, collecting data and testimonials. Tactical activities involve tracking critical behaviors, using checklists and surveys, and providing reminders and recognition. The document stresses preparing for training by defining critical behaviors and business goals upfront.
Executive coaching provides senior managers opportunities for honest feedback, discussion of sensitive issues, and planning for development. It is a cost-effective, practical, and results-oriented option for self-development. Executive coaching establishes a one-to-one relationship within an organization to encourage self-awareness, problem solving, and learning. Great executive coaching comes from a meaningful relationship between coach and client that facilitates understanding, skills development, and a sense of achievement for the client.
Does executive coaching work? The questions every coach needs to ask and (at least try to) answer.
Rob Briner
January 9th 2013
DOP Annual Conference, Chester, UK
return on investment in executive coachingguest3307d2
This document discusses return on investment (ROI) in executive coaching. It provides international findings showing that executive coaching delivers an average ROI of 5.7 times the initial investment. Two local case studies are presented, one involving executive team coaching that achieved a 750% ROI, and one involving one-on-one executive coaching of a CEO that achieved an 800% ROI. Five practical ways to deliver a 500% ROI from an executive coaching program are outlined. Executive coaching has been shown to be most beneficial in areas like reducing isolation, facilitating feedback and growth, supporting personnel through change, increasing managerial effectiveness, and increasing productivity.
Mentoring That Works Avoid 6 Common MistakesSafe Rise
This document discusses common challenges with mentoring programs and provides recommendations to address them. It covers 6 common challenges: 1) insufficiently motivated mentors, 2) protégés not clearly defining goals, 3) ineffective matching of mentors and protégés, 4) protégés feeling guarded, 5) limited ongoing support, and 6) little outcome tracking. The document recommends articulating benefits to recruit motivated mentors, helping protégés set clear and measurable goals, using data and automated tools to improve matching, and providing ongoing support and outcome tracking.
A study was conducted to determine the return on investment (ROI) of an executive coaching program for 43 leadership participants at a Fortune 500 company. The coaching program produced significant benefits:
1) It generated a 529% ROI from increased productivity and a 788% ROI when including employee retention benefits.
2) Coaching improved business measures like productivity, employee satisfaction, and customer satisfaction.
3) 77% of participants reported coaching had significant impact on business measures and 60% identified specific financial benefits from coaching.
The document outlines 7 ways to improve coaching ROI and maximize the impact of coaching programs. It recommends: 1) preparing coachees' mindsets before programs begin, 2) securing senior management support and defining their roles, 3) prioritizing goals and measuring success, 4) selecting optimal target groups and individuals, 5) using competency models to guide outcomes, 6) tying progress to performance management, and 7) establishing progress review schedules. The document provides additional details on each recommendation and suggests assessing an organization's coaching system readiness through a short survey.
Is your organization prepared for your leadership readiness gaps? According to Forbes Magazine, (11/17), only 25% of organizations have leaders ready to meet tomorrow’s business challenges.
There are 7 strategic decisions HR can make to properly build and deploy an effective leadership development program.
HR has a unique opportunity to engage as an important strategic partner for the business by insisting on a more formalized approach to leadership development. And, there's programs that work and programs that don't!
At the end of this webinar, participants will identify:
- The 7 Strategic Decisions to Walk Through for an Effective Leadership Readiness Program
- How to Build and Make the Case for Leadership Development within your Organization
- How to Design your Approach - including how to select participants and what components will be the best fit for your organizational goals
- Key Methods for Tracking Results and Measuring the ROI
How to Create a Culture That Fosters Employee Engagement | Webinar BizLibrary
Zombies are the walking dead. Disengaged employees are dead productivity-wise. Both are contagious and pose a risk to those among them. Additionally, disengaged employees cost organizations a lot of money. The frightening facts:
70% of employees are disengaged and actively disengaged.
Nearly 1/3 of employees think their managers fail to effectively communicate goals.
40% of employees say they don't receive regular, clear feedback on their performance from their manager.
(Sources: Gallup and Tower Perrins)
So, how can we overcome the walking dead and create a culture that fosters engagement. The cure? Your managers. In this webinar we'll discuss how to develop your managers and improve your organizational culture.
This document provides an overview of coaching and mentoring. It defines coaching and mentoring, discusses models like GROW and SMART for setting objectives. It covers selecting coaches and mentors, different types of coaching, creating a coaching climate, and common mistakes in mentoring. The document outlines the steps in coaching and mentoring processes and concludes with a summary and questions.
WABC - Top 10 Linkedin Techniques To Get New Business Coaching ClientsSocial Jack
Learn how business coaches are securing leads, filling events and locking in qualified appointments!
NEW CLASS:
http://linkedin4coaches01.eventbrite.com/
In this in-depth FREE Training Overview, Dean DeLisle, Founder and CEO of Forward Progress – a Chicago based Coaching and Training Organization and a long-standing member with Worldwide Association of Business Coaches, will lead this webinar, guiding you through step by step on what YOU can do to begin leveraging your LinkedIn account to ACTUALLY generate NEW coaching business for 2010!
Featured frequently in news publications, radio and television, Dean DeLisle has helped over 4,000 clients connect with over 25 million leads and close over a billion dollars in sales—all by helping them make the connections that count.
Getting new business is critical in today’s business world where every targeted lead counts! Join the thousands of people who have generated new business in the last few months just by simply attending these webinars!
“Dean DeLisle is one of the foremost experts on using Social Networks for effective business marketing. Others offer introduction classes which provided me no value. Dean’s program got me up and running with immediate results to my bottom line.” — Darlene Ziebell, Executive Coach, Ziebell Enterprises, Inc.
ALL registrants will get access to the recording and materials.
In this jam-packed one-hour webinar, you will learn HOW TO:
• Optimize your account
• Find your target clients
• Leverage the power of Groups
• Increase your Google rankings
• Track your success
• Access new areas of LinkedIN
• Access new tools available
We look forward to seeing you there!
Executive coaching has become a widely used leadership development technique over the past decade. However, it remains underutilized in many organizations due to a lack of empirical research demonstrating its effectiveness. The authors conducted research to quantify the business outcomes and return on investment of executive coaching. They interviewed 100 executives who had completed coaching programs, as well as supervisors and HR representatives. The executives described behavioral changes, tangible business benefits, and estimated monetary value. Their estimates were adjusted to isolate the impact specifically from coaching. The results showed that executive coaching positively impacted behaviors, business outcomes, and provided an average return of over four times the cost of the coaching program.
Onboard, not Overboard: How to Use Training to Drive New Hire ProductivityBizLibrary
With the economy turning around, many growing companies are starting to recruit talented new employees. That means a lot of first days on the job and a lot of time and money to spend while new employees get up to speed. What if you could lessen the time it takes for an employee to reach his or her full potential?
According to a study by Aberdeen Group, effective on-boarding improves retention rates by 52 percent, time to productivity by 60 percent and overall customer satisfaction by 53 percent.
We’ve identified five ways to accelerate the time it takes to get a new employee up to speed.
How to Gain and Retain Employees with Training and DevelopmentBizLibrary
In this webinar we’ll discuss 5 best practices with training and development to gain and retain your employees, including:
Develop leadership skills of your managers
Clearly define expectations
Ensure training goals are aligned with company objectives
How to deliver training based on your employees’ preferences
Recognize and reward
www.bizlibrary.com
Your organization's greatest assets are the human capital. Are you investing in them wisely?
An insurance company I conducted sales leadership training for saw new sales go up by 20% as a result of the training.
Another company I conducted employee motivation training for, saw absences and “call in sicks” reduce by a whopping 37.67%.
Do you want to supercharge your organization’s performance?
Do you feel like there’s more that your business could be accomplishing?
Are you ready to take your employees or members to another level?
Looking for a keynote speaker at your next event?
I offer customized lectures, seminars and workshops for small, medium and large organizations with the desire of equipping their employees with the skills and knowledge they need for increased productivity and results.
Some popular courses I offer are:
Overcoming Obstacles & Challenges
Customer Service
Leadership & Influence
Employee Motivation
Leading Innovation and Change
Digital Marketing Basics
Workplace Stress Management
Effective Communications
Building Passionate Teams
Performance Management
Business Ethics
Business Writing
Emotional Intelligence
Consultative Selling
Strategic Planning
Facilitation Skills
Coaching & Mentoring
How developing-a-coaching-culture-pays-offEmma Ford
1) Developing a coaching culture within an organization can dramatically improve productivity, employee engagement, retention, development and supervisor performance.
2) To create a coaching culture, organizations should set clear expectations that coaching is important, provide managers a process to follow for coaching, train managers in coaching skills, organize efforts systematically across the organization, and monitor progress through metrics.
3) Building a coaching culture provides double benefits - improving individual skills through training, and transforming the overall organizational culture when a critical mass of managers adopt coaching practices.
Measurement is the first step that leads to control and eventually to improvement. If you cannot measure something, you cannot understand it. If you cannot understand it, you cannot control it. If you cannot control it, you cannot improve it.” ― H. James Harrington
Workplace surveys are one of the most common tools used to sense employee pulse and learn what is important to employees. They are generally used to measure satisfaction levels, concerns, and confidence at work. Surveys provide hidden insights on specific as well as broad issues that go unnoticed by the management.
However, conducting a survey is only the first step towards greater engagement. The biggest failure of a survey happens when a survey is conducted before any action is taken for the last survey conducted. Creating a plan to act on the results and implement changes that are visible to others is equally important.
This document discusses job satisfaction and ways to improve it. It reports that only 30% of US workers are engaged in their jobs according to a 2013 Gallup poll. Both employees and employers can take actions to increase satisfaction. For employees, this includes knowing their values, considering what they receive from their job, being realistic, avoiding lingering dissatisfaction, and considering career advancement. For employers, actions include creating a higher calling in jobs, setting development plans, being clear on expectations, increasing communication, and appreciating efforts. Recognition from employers is important for engagement and commitment.
This document discusses innovative human resource practices. It begins by defining innovation as introducing new methods, ideas, or products. It then discusses how HR innovation implements new ideas and technologies to meet evolving organizational needs. Some innovative HR practices discussed include developing mentorship programs to engage employees, conducting exit interviews and new hire surveys to improve processes, and using pulse and comprehensive surveys to gather employee feedback over time. The goal of these innovative practices is to hire and retain top talent, improve employee satisfaction and engagement, and help organizations be more successful.
Engaged employees provide immeasurable benefits to your organization. It begins at the organizational then managerial, finally employee levels of the organization.
This document provides an introduction to employee motivation. It begins with definitions of motivation and discusses key aspects of motivating employees, including aligning organizational and employee goals. The importance of motivation is then outlined, noting that it puts resources to work, improves efficiency, leads to achieving goals, builds relationships, and provides workforce stability. Understanding what motivates individual employees is emphasized as critical to supporting their motivation.
How great leaders drive results through employee engagementPetra Smith
The document discusses how employee engagement is critical for business success. It summarizes research showing that companies with high employee engagement have lower costs, higher customer satisfaction, and increased profits compared to companies with disengaged workforces. The document asserts that employee engagement results from leaders who build a positive team climate, act in a trustworthy manner, and understand and respond to individual employee needs. It describes how leaders influence the workplace "climate" through their actions and how creating the right climate leads to engaged and motivated employees who boost business performance.
This document provides an introduction to a study on employee motivation. It includes definitions of motivation, the importance of motivation, what motivates employees, frameworks and types of motivation. Key points discussed include the need to align employee and organizational goals, understanding what motivates each individual employee, and that supporting motivation is an ongoing process not a single task. Intrinsic motivators like empowerment, growth and purpose are highlighted as particularly effective. The document lays out the background and context for a research study on employee motivation.
The document summarizes a webinar on bringing science to the art of coaching. It discusses how coaching has grown significantly in recent decades and is being used more widely in organizations. It also reviews research showing that more effective coaching by managers is correlated with higher employee engagement, commitment, and performance. The webinar explores concepts and techniques from counseling research that could help make coaching more effective, such as focusing on stages of change and using motivational interviewing approaches. It emphasizes the importance of developing coaching skills systematically in managers.
Leadership and Employee Engagement in Tomorrow Organization - InspireOneInspireone
When employees are engaged they lead more fulfilling and rewarding lives. An engaged workforce and distinct leadership behavior can create more organizational succes.
Leadership and Employee Engagement - InspireOneInspireone
Employee engagement is an organizational imperative. InspireOne's evidence-based research shows that organizations with a more engaged workforce consistently outperform their competitors. If your employees are motivated and willing to put in extra effort, your organization can benefit from improved bottom line business results.
This document provides guidance for HR professionals on building successful employee appraisal processes. It discusses how appraisals can be used to build motivation, engage employees and managers, and provide insights to support business decisions. Key recommendations include analyzing the current appraisal system, troubleshooting issues like infrequent appraisals or lack of useful data, and designing discussion-based and individualized processes focused on strengths, goals, actions and outcomes. Both traditional annual and more frequent "agile" approaches are examined, with benefits including improved employee-manager relationships through regular feedback discussions. The goal is to improve productivity and performance through better understanding between parties.
This document summarizes research on employee motivation at Forward Digital Consultancy. It defines motivation and discusses major motivation theories including Maslow's hierarchy of needs, Herzberg's two-factor theory, and Vroom's expectancy theory. The document also describes a survey of 40 Forward Digital employees, their responses to questions on factors that influence motivation, and limitations of the study. Key recommendations include improving salary satisfaction, strengthening performance evaluation and recognition programs, and making jobs more challenging.
Employee Motivation 101: 5 HR Tips for ManagementKashish Trivedi
Employee motivation is a complex thing and something most HR professionals have struggled with at some point.
If you’re wondering how to increase employee satisfaction, productivity, and, in turn, business outcomes, you’re not alone.
Psychologists have long debated this topic, and their findings provide a gateway to effective employee management.
In this blog post, we’ll explore the psychology behind employee motivation and dive into the solutions that will make your employees thrive.
Benefits of Coaching - Human Resource Executive MagazineMichael Slade
Executive coaching can help employees at all levels successfully deal with work challenges and accomplish organizational goals. Coaching provides fresh perspectives and enhances skills like decision-making, effectiveness, and confidence. While coaching benefits are extensive, many organizations are unaware of coaching due to its private nature between coach and client. Coaching helps individuals maximize their potential by focusing on learning rather than teaching, unlocking new ways of thinking to achieve personally relevant goals.
- The document discusses analyzing performance appraisal systems. It acknowledges those who contributed to the project and provided valuable information through surveys.
- The abstract indicates the project explains performance appraisal systems and aims to determine how effectively they are conducted. It also seeks to identify factors that cause appraisal systems to fail meeting their objectives.
- The introduction provides background on performance management and appraisal. It defines performance and how it is managed, and explains the purpose of performance appraisals.
The Power of Stay Interviews for Employee Engagement & RetentionBizLibrary
At first glance, stay interviews seem way too simple. Can managers really keep employees longer and cause them to work better, just by asking how they can help?
The answer is “yes”, and research tells us stay interviews can drive turnover down by 20% and more, and also improve employee engagement.
The reason is simple: Stay interviews help managers build trust with their teams. Well-respected research calls out these findings:
Voluntary turnover is skyrocketing in the U.S
Employee engagement has been flat for 15 years
Companies continuously survey employees and implement new programs to “fix” things
…All while employees most want a manager they can trust.
In fact, U.S. companies spend $1.5 billion each year to fix engagement but work around managers rather than through them…and hence make no progress at all.
Stay interviews offer retention and engagement solutions that cannot be achieved with employee surveys or exit surveys. These interviews are conducted one-on-one, put managers in the solution seat, and provide focus on top performers.
To be most effective, stay interviews must be implemented as a process rather than a one-time, solitary event. This process includes assigning managers retention goals, providing stay interview training to build probing skills, training managers to build effective, individualized stay plans, and forecasting how long each employee will stay.
What You’ll Learn
The value and limitations of employee surveys as they provide data but not solutions.
Study data that drives home the importance of supervisor effectiveness as the linchpin that drives each individual employee’s engagement and retention.
The value and techniques for converting engagement and retention to dollar values rather than continue to report them only as scores and percentages which fail to drive executive action.
Specific stay interview tools including questions to ask, data to record, and potential solutions.
The four required skills leaders must learn to make their interviews successful.
How to develop a tool to forecast employee turnover based on interview results.
This session is based on the presenter’s book, The Power of Stay Interviews for Engagement and Retention, which is Society for Human Resources Management’s top-selling book in history.
CHAPTER FIVESuccess Case Methodology in Measurement and Evaluati.docxmccormicknadine86
CHAPTER FIVE
Success Case Methodology in Measurement and Evaluation
Anne M. Apking
Tim Mooney
Fifty years ago, Donald Kirkpatrick, one of the pioneers in the learning and performance improvement fields, developed his taxonomy, the four levels of training evaluation. His seminal work has played a vital role in structuring how our profession thinks about evaluation and in giving us a common language for how to talk about this important topic. Human resource development (HRD) professionals around the world have benefited from his valuable contribution, which identified the following four levels of evaluation:
· Level 1: Did the participants like the training or intervention?
· Level 2: Did the participants learn the new skills or knowledge?
· Level 3: Did the participants apply the skill or knowledge back on the job?
· Level 4: Did this intervention have a positive impact on the results of the organization?
Yet, when we recently went to the Internet and typed “training evaluation process” into the search engine, more than six million entries surfaced on the subject. They included recommended processes, reports, tips, books, articles, and websites. This multitude of resources was provided by universities, vendors, hospitals, state agencies, various military branches, and the federal government.
We believe this extraordinarily large number of entries on this topic strongly suggests two things:
1 The concept of training evaluation is a hot topic that many HRD organizations are interested in, and
2 Our profession is still searching for the approach or formula that will make evaluation practical and the results meaningful.
So why does this search for the evaluation “Holy Grail” continue fifty years after Kirkpatrick first developed his taxonomy and approach? And why do we struggle as a profession to crack the code?
We suspect that many of you reading this chapter are hoping to find this magic formula for evaluation—one that is easy to use, yields compelling Level 3 and 4 results, and will solve the evaluation mystery. It is our belief that our profession does not need a slicker formula for evaluation or a new technique for performing ROI evaluation. Nor do we need more technology to make our current efforts faster and easier. Our profession is awash in formulas, equations, and techniques for evaluation. Therefore, the solution does not lie in inventing yet another formula or technique. The key to unlocking the mystery is developing a fresh perspective around the evaluation of training and performance improvement interventions—developing a whole new strategy that looks at why we do evaluation and how we approach it.
THE REALITIES OF TRAINING
After having conducted numerous evaluation studies during our careers, reviewing the evaluation studies conducted by prestigious organizations around the world, and talking with HRD professionals about the challenges associated with their evaluation efforts, we have seen two factors consistently emerge:
1 ...
Five tools for managing leadership talent: 1. Measure 2. Find 3. Engage 4. Develop and 5. Move. Practical tips from talent management at blue chip companies
1Taking A Stand Against Stress in the WorkplaceAss.docxfelicidaddinwoodie
1
Taking A Stand Against Stress in the Workplace
Assignment #3: "Stance Essay."
Joseph J Anderson
ENG 115- English Composition
Professor George McGeehan
February 17, 2017
We all have to go to work unless of course, you are so financially secure that money may not be a stressful responsibility. The majority of us do have to take on that responsibility and that alone causes tremendous amounts of stress. The reality is that working for a living is just part of life. Implementation of specific controlled factors could greatly increase job satisfaction and reduce stress. Reducing stress at work will benefit overall job satisfaction of most employees because strong leadership would manage them, support systems would be made available, and proper training techniques implemented.
There is supportive evidence of strong leadership reducing stress for employees. The employee needs to know their leader or management person will be there for them and not just some figure barking orders. When a leader is not respectful and just commands or delegates work orders that environment will typically be a stressful one. Without supporting evidence, anyone reading this should agree that no one should be treated disrespectfully by their leadership. An employee should feel as if their working for the leader and not under the leader as if the direct report was lesser of a human than that of the person in the leadership role. I would be willing to bet the majority of us have unfortunately experienced this type of behavior. Now, why is it crucial to have ethical leadership. Ethical leadership is defined as "the demonstration of normatively appropriate conduct through personal actions and interpersonal relationships and the promotion of such conduct to followers through two-way communication, reinforcement and decision-making." Ethical leadership involves exhibiting traits such as honesty and integrity. Treating employees fairly, showing concern and respect for employees, establishing two-way communication characterized by trust and openness and encouraging employees to participate in decision-making (Zhou, Jin, Ma. 2016, p. 176).
Imagine yourself driving to work early in the morning knowing your schedule for the day. What if you were unable to satisfy the requirements of that day? Would your boss be eager to bring to your attention that you failed or would your boss be more understanding of your workload? Or maybe even offer guidance without harsh backlash? I would much rather have the helping and understanding boss. The manager with a poor attitude and disrespectful appeal will maintain that role in most cases whether you were able to achieve the goal of the day or not. So who am I pleasing here? Should I continue to work hard every day being hopeful, there may be a chance just to make that grumpy boss happy if I work a little harder next time. Or maybe you were like me driving home thinking I failed myself and my expectations. I failed my boss and his expe ...
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Public and in-house workshop led by Jim Clemmer. Next public session in Toronto January 14, 2019. Full details and registration http://www.clemmergroup.com/events/leadership-coaching-workshops/
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Client Comments and Testimonials - Executive CoachingJim Clemmer
This document contains testimonials from various clients and participants praising The CLEMMER Group's strengths-based leadership program called "The Extraordinary Leader". The testimonials highlight how the program helps participants focus on their strengths rather than weaknesses, provides a clear roadmap for leadership development, and is an effective tool for gaining feedback and improving performance. Clients reported that the program had a significant impact and was superior to other assessment methods they had used previously. The document encourages connecting with The CLEMMER Group on social media and their website to view more client comments across various sectors.
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The document contains testimonials from several clients who have worked with The CLEMMER Group on culture consulting. They praise the practical ideas and principles provided to help gain perspective and implement cultural change. The clients represent organizations in fields like courier services, retail supply chain solutions, manufacturing, and pharmaceuticals. The CLEMMER Group receives positive feedback on guiding clients' leadership development and helping transform organizations to be more customer-focused and competitive.
The document outlines typical steps that the Clemmer Group follows when implementing corporate culture and organization development work for clients. This usually involves initially assessing the current culture and systems through self-assessments or more rigorous methods. Next, the executive team participates in a retreat to review assessments, define leadership behaviors, and align visions, values, and strategic imperatives. Existing projects and processes are then realigned and integrated. Implementation strategies and timelines are planned, with the Clemmer Group providing varying levels of support. Progress is then monitored and plans are adjusted as needed.
This document contains testimonials from various clients who have worked with Jim Clemmer and The Clemmer Group. They praise Jim's ability to translate principles into actionable steps, keep teams engaged and on task, and move organizations quickly towards better customer service and culture. One testimonial states Jim exceeded their expectations with the amount of positive feedback received after a presentation. The document invites the reader to browse hundreds more client comments and testimonials from various sectors that have benefited from working with The Clemmer Group.
This document summarizes and promotes "The Extraordinary Leader" workshop, which teaches a strengths-based approach to leadership development. It outlines research finding dramatic performance differences between weak and strong leaders, and presents a framework to help individuals maximize their strengths to improve leadership effectiveness. The workshop uses a 360-degree feedback tool and personalized development plan to help participants build upon their top strengths.
Leaders who develop coaching skills can significantly increase employee engagement, productivity and bottom-line results. The document describes a workshop called "The Extraordinary Coach" that teaches essential coaching skills to help leaders inspire and maximize the performance of their employees. Research shows that strong coaching from leaders can increase employee commitment, satisfaction, and retention while decreasing thoughts of quitting.
Whether you want to increase employee engagement or boost profitability, great leadership in an organization matters. Leaders are the primary factor behind employee commitment and productivity. Further, these factors impact a company's bottom-line, meaning leadership, good or bad, can drastically affect the success of an organization.
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Strengths-based leadership development is the biggest revolution in the leadership development field in the last 50 years. We didn't pick up pitch forks or arms, but we have joined the revolution.
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We've spent years decoding leadership trends, and we've discovered a pattern that's likely to pique your interest: extraordinary leaders can double profits.
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1. BRINGING SCIENCE TO
THE ART OF COACHING
by Jack Zenger and Kathleen Stinnett
BUILDING EXTRAORDINARY
COACHING SKILLS
Interest in helping leaders to become better coaches is at
an all time high. Surveys show that employees want a great
deal more coaching than they receive and there are signs
that corporate America is finally trying to respond in two
ways: first, they are training managers to be better coaches
and second, they are using external coaches. With all this
investment, what can be done to insure that it pays off with
the highest possible return? There is great inconsistency
in the quality and effectiveness of coaches, and the field is
attracting more people at a rapid rate.
To expand and improve the art of coaching triggers a series
of extremely important questions for which we’ve not had
good answers. Yet, the future success of coaching may lie
in our ability to find answers to these basic questions. The
purpose of this paper is to highlight how many of these
questions may be addressed in large part by:
•
Applying research from a variety of allied disciplines
•
Applying lessons learned from other successful initiatives that are closely related to coaching
•
Using research conducted in business and public
service organizations
THE KEY QUESTIONS
The questions are:
1. To what degree does coaching really pay off? Or, is
this just one more in a long line of management fads?
2. How can we increase the effectiveness of each coach-
ing session?
3. How can the process of coaching be made more
consistent?
4. What is the appropriate goal for coaching, and how
much change can we expect?
5. What is it about the coaches’ personality or behavior
that makes the most positive impact?
THE NEED FOR EVIDENCE
In the book Hard Facts, Dangerous Half-Truths, and Total
Nonsense: Profiting from Evidence-Based Management,
Pfeffer and Sutton show how companies can improve
performance and overcome their competition through
evidence-based management.1 They point out that a very
small percent of what managers do is based on any solid
data. This analysis appears to have been spawned by the
research on medicine from Dr. David Eddy2 who suggested that in 1985 only 15% of what physicians did had
any scientific evidence to support it, and that now that
number has risen to somewhere between only 20 to 25%.
Let’s face it. The practice of coaching in our industry is
relatively new. Until recently, most coaching happened
somewhat informally. Before that, some organizations offered more formal coaching to those leaders who needed
1 Jeffrey Pfeffer and Robert Sutton, Hard Facts, Dangerous
Half-Truths, and Total Nonsense: Profiting from EvidenceBased Management (Harvard Business School Press; March
2006,
2 “Medical Guesswork,” by John Carey, Business Week, May
29, 2006, p. 72-79.
10 Pioneer Drive, Suite 105 | Kitchener, ON N2P 2A4 PHONE 519.748.1044 FAX 519.748.5813 www.clemmergroup.com
8. a strategic partner of
Another important insight from this research is that
the greatest gains come in the early stages of any
counseling relationship. Short-term therapy is becoming increasingly popular in the world of counseling.
Corporate coaches should anticipate that some of the
greatest gains will occur within the first sessions of
coaching on a given topic, and that there will normally
be a leveling off in the change process on that topic.
CONCLUSION
Coaching, like the broader disciplines of leadership
and management, will always contain many characteristics of an art form. No two people will practice it
exactly the same way. The applications are so complex
and different, merely being responsive to the situation
calls for new and different behavior. It will never be
a pure science.
The world of coaching in business organizations and
large public agencies can gain a great deal from embracing good ideas and practices from every source,
including the major helping professions. Only in that
way will it ever achieve its potential contribution to
every organization.
THE CLEMMER GROUP
Leading with STRENGTH
The CLEMMER Group is Zenger Folkman’s Canadian Strategic Partner. Jim Clemmer was co-founder of The Achieve Group
(which became Canada’s largest leadership training firm) when they worked with Jack Zenger’s previous company, Zenger Miller.
ZENGER FOLKMAN
Elevating Leadership Strengths
We specialize in leadership and performance development that directly drives an organization’s profitability. Founded on pioneering
empirical research using 360-degree assessments and other surveys, we’ve built one of the world’s largest collections of leadership
research data – hundreds of thousands of feedback surveys on tens of thousands of managers.
Using powerful techniques that focus on building strengths using implementation tools and personalized coaching, our approach
lifts the performance of leaders, coaches and individual contributors in the differentiating competencies shared by those who are
among the world’s most successful people. Our proven, practical methods create a clear picture of how leadership drives profit and
the ways to put it to work within organizations.
If you are interested in discussing how your organization can increase profit through extraordinary leadership, please contact
Zenger Folkman. We welcome the opportunity to talk with you about how your organization can develop extraordinary leaders
who have the competencies to maximize profits for your organization!
John H. “Jack” Zenger, D.B.A., is the co-founder and CEO of Zenger Folkman, and is considered a world expert in the field
of leadership development. A highly respected and sought after speaker, consultant and executive coach, Jack was honored in 2011
with the American Society of Training and Development’s Lifetime Achievement Award in Workplace Learning and Performance. He
is the co-author of seven books on leadership and teams, including the best seller: The Extraordinary Leader: Turning Good Managers
into Great Leaders (McGraw-Hill, 2009).
Kathleen Stinnett is a Senior Consultant with Zenger Folkman and has earned the Master Certified Coach credential through
the International Coach Federation. She works as an executive coach and passionately believes in the power of coaching to help
individuals achieve greater performance and fulfillment. She is a master trainer with Zenger Folkman and co-designer of the Extraordinary Coach program.
CONTACT US
phone 519.748.1044
email service@clemmergroup.com
internet www.clemmergroup.com