This document provides an overview of how coaching can benefit organizations by creating a culture of engagement. It discusses how key coaching skills like active listening, feedback, and reflection can improve employee communication, engagement, and performance. Creating an environment where these skills are utilized can help organizations achieve goals more effectively by engaging employees and improving performance. Specifically, it focuses on how feedback, a core coaching competency, represents a convergence of communication that satisfies employees and benefits organizations when delivered and received appropriately. The document aims to show leaders how mobilizing coaching skills and competencies within an organization can address challenges to change and enhance organizational outcomes.
Your Culture Shapes What Your Business BecomesBill Thomas
Â
Your organizationâs culture is not what your CEO or executive team believes it is or proclaims it to be. Itâs what your employees, customers and investors believe it to be. This article discusses three keys to shaping a culture that aligns with the business, rather than letting oneâs culture determine the business.
Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd.
Today's Effort For A Better Tomorrow
"Coaching in Asia: The First Decade" is the definitive guide to the principles and practices of empowering personal and organisational change.
Whether you're a manager or coach, living in Asia, Europe or elsewhere, Coaching in Asia is packed with case studies and coaching approaches to help you develop greater effectiveness. Each chapter is drawn from the firsthand expertise of a diverse group of coaches working in China, India, Indonesia, Singapore, Thailand, Japan, Hong Kong, and beyond.
Coaching is a global phenomenon that is best wrapped in cultural nuances. Coaching in Asia offers expert guidance on what has been done and more importantly, what is working. It will provide you with the ideas, methods, and practices to enable you to live out your leadership potential and be an agent of change for the good of the world.
The Book is available at leading bookstores across Asia Pacific and also on Amazon.com
Your Culture Shapes What Your Business BecomesBill Thomas
Â
Your organizationâs culture is not what your CEO or executive team believes it is or proclaims it to be. Itâs what your employees, customers and investors believe it to be. This article discusses three keys to shaping a culture that aligns with the business, rather than letting oneâs culture determine the business.
Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd.
Today's Effort For A Better Tomorrow
"Coaching in Asia: The First Decade" is the definitive guide to the principles and practices of empowering personal and organisational change.
Whether you're a manager or coach, living in Asia, Europe or elsewhere, Coaching in Asia is packed with case studies and coaching approaches to help you develop greater effectiveness. Each chapter is drawn from the firsthand expertise of a diverse group of coaches working in China, India, Indonesia, Singapore, Thailand, Japan, Hong Kong, and beyond.
Coaching is a global phenomenon that is best wrapped in cultural nuances. Coaching in Asia offers expert guidance on what has been done and more importantly, what is working. It will provide you with the ideas, methods, and practices to enable you to live out your leadership potential and be an agent of change for the good of the world.
The Book is available at leading bookstores across Asia Pacific and also on Amazon.com
Yevgeny sinyakov. Role of innovation culture during the crisis period.Yevgeny Sinyakov
Â
This article states the role of innovation culture in the life of the enterprise during the
crisis period. Old management models with âin-built system errorsâ have exhausted themselves, to carry out corrections it is necessary to know what exactly must be changed and in what way. What is connection between values of the innovation culture and business results? What are the elements of organizational culture? What organizational mechanisms provide translation of the values from the company leaders and higher management to the employees? Principles of values-based management.
There is growing agreement that the non-conventional methods of employee development can well
influence employee development. The focus of this paper is to identify the non-conventional methods of staff
development and how they enable development of employees at the work place with employee relations as the
mediator. The study has reviewed literature with regard to employee development, non-conventional methods to
employee development and the employee relations
Reverse Mentoring is an emerging program in maximum of developing organizations. Reverse Mentoring is highly practiced and appreciated by mentors, mentees and also the organizations. In this paper an attempt has been made to study what factors among Organization Factors, Job Condition Factor, Rewards and Benefit Factor, Career Development
Is your organization aligned to a common direction?
For more white papers and webinars, go to http://www.sldesignlounge.com
Or visit us at http://www.sld.com
For the world to be a preferred global village, countries in different continents need to get closer to
each other not only through the demolition and removal of borderline barriers that separate them, but through
international trade and integrated economy. The countryâs prosperity is a consequence of the ability by state
owned as well as private companies to perform efficiently and competitively. It is critical therefore that for these
companies to perform and operate competitively, their visions and missions require visionary leaders who have
appropriate foresight, so as to steer the business boat to the right direction. State owned organization in particular
can attain their visions if their leaders are knowledgeable of business proficiencies. It should be realized that
leaders are not only born to lead but that outstanding leaders are also made. Proper, relevant and adequate
leadership development programs are keys to focused business intent. A company that retracts from developing
its leaders is not only bound to be a laggard but is doomed to an ultimate downfall. Indeed, a country should
identify the problem area so as to decisively and proactively deal with the operational challenges. For the
challenges that hamper leadership development to be overcome, it is critical to lay down the background of the
problem area, so as to have focused solutions.
This paper is a reflection of the documentary âPrince among Slavesâ which is narrated by Mos Def and directed, produced and written by Andrea Kalin. This paper shall outline the basics of the documentary, it relation with Sylviane Diouf book and how it theme and content message reflect on daily existence.
Yevgeny sinyakov. Role of innovation culture during the crisis period.Yevgeny Sinyakov
Â
This article states the role of innovation culture in the life of the enterprise during the
crisis period. Old management models with âin-built system errorsâ have exhausted themselves, to carry out corrections it is necessary to know what exactly must be changed and in what way. What is connection between values of the innovation culture and business results? What are the elements of organizational culture? What organizational mechanisms provide translation of the values from the company leaders and higher management to the employees? Principles of values-based management.
There is growing agreement that the non-conventional methods of employee development can well
influence employee development. The focus of this paper is to identify the non-conventional methods of staff
development and how they enable development of employees at the work place with employee relations as the
mediator. The study has reviewed literature with regard to employee development, non-conventional methods to
employee development and the employee relations
Reverse Mentoring is an emerging program in maximum of developing organizations. Reverse Mentoring is highly practiced and appreciated by mentors, mentees and also the organizations. In this paper an attempt has been made to study what factors among Organization Factors, Job Condition Factor, Rewards and Benefit Factor, Career Development
Is your organization aligned to a common direction?
For more white papers and webinars, go to http://www.sldesignlounge.com
Or visit us at http://www.sld.com
For the world to be a preferred global village, countries in different continents need to get closer to
each other not only through the demolition and removal of borderline barriers that separate them, but through
international trade and integrated economy. The countryâs prosperity is a consequence of the ability by state
owned as well as private companies to perform efficiently and competitively. It is critical therefore that for these
companies to perform and operate competitively, their visions and missions require visionary leaders who have
appropriate foresight, so as to steer the business boat to the right direction. State owned organization in particular
can attain their visions if their leaders are knowledgeable of business proficiencies. It should be realized that
leaders are not only born to lead but that outstanding leaders are also made. Proper, relevant and adequate
leadership development programs are keys to focused business intent. A company that retracts from developing
its leaders is not only bound to be a laggard but is doomed to an ultimate downfall. Indeed, a country should
identify the problem area so as to decisively and proactively deal with the operational challenges. For the
challenges that hamper leadership development to be overcome, it is critical to lay down the background of the
problem area, so as to have focused solutions.
This paper is a reflection of the documentary âPrince among Slavesâ which is narrated by Mos Def and directed, produced and written by Andrea Kalin. This paper shall outline the basics of the documentary, it relation with Sylviane Diouf book and how it theme and content message reflect on daily existence.
Problem Solving and Critical Thinking at Pay4Homework.com:
Reflection Journal Entry #2: Generally describe the writing process you went through while composing this paper:
What was most difficult?
What was most rewarding?
How are you improving as a writer?
Read more at http://pay4homework.com/blog/
Understanding Bureaucracy in Public AdministrationHAFIZUDIN YAHAYA
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Basic noted for you to understand the concept and practice of bureaucracy in government administration. what is the factors that lead to failure of bureaucracy and how to enhance the better management in public policy.
. Executive summary Organizations have increasingly made it k.docxmercysuttle
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Web Development Assignment 3: Create a User Submit Form
Develop the footer that will be used on the rest of your submissions in this course. The footer should have the appropriate linked validation images at the bottom of the page that verify compliance as well as include the proper PHP functions to show the last time the page was modified at the file level.
Identify the differences between the PHP GET and POST methods. Create an XHTML form for a web poll that uses the GET method, the POST method, and ranks both methods. Each poll should have a field that is able to store the name of the ranker, at least 5 features that a user can rank using radio buttons (e.g., from strong to weak, or secure to unsecure), and a comments section. Upon submission of the poll, the user should be taken to a page that gives a nicely formatted results report. The web poll that ranks the GET method should use the GET method and the poll that ranks the POST method should use the POST method.
Page 1 of 1
Please answer each question fully. Remember that you have access to your textbook (and anything else you may want to use) to answer these questions, so I expect well-developed responses. That means use BOTH the text and your ideas/opinions to write your answers. In other words, just giving me your opinion is not sufficient AND just giving me a textbook answer is not sufficient.
Please answer each question fully. Remember that you have access to your textbook (and anything else you may want to use) to answer these questions, so I expect well-developed responses.
Please number your responses the same as I have numbered this assignment. (1, 2a,2b, etcâŚ.)
The American president was not always such a public figure. Early presidents actively avoided public campaigning. If the Internet had suddenly become available in the eighteenth century, for example, it is highly likely that George Washington would not have used it. The authors of the Constitution generally shared a common concern, which was that too many direct appeals to the mass public could run the risk of pandering to the public through populist rhetoric. But democratic notions of the presidency have changed, as have conceptions about how the president should communicate with the people. Today, candidates actively pursue any and all methods for communicating their vision and message.
Presidents today have gone beyond the famous âFireside Chatsâ of Franklin Delano Roosevelt. Today, an interested voter can visit the White House website (http://www.whitehouse.gov ) and look up information on the President, the Vice President, and the First Lady. An interactive âAsk the White Houseâ web feature allows citizens to pose questions to Cabinet secretaries and to senior White House officials. The White House website solicits questions about presidential trivia.
Even more importantly, the White House now regularly posts extensive documentation of press conferences, public addresses, and other records of pre ...
Modern Performance Management Whitepaper - PaylocityRyan Detillier
Â
Todayâs engaged workforce expects constant, real-time feedback on their performance. Is your company equipped for a new way of managing performance? Keep your employees engaged and understand how performance management can improve retention. Paylocityâs new whitepaper identifies new trends in performance discussions and tools. In this whitepaper you will find:
⢠Where performance management has come from and the direction in which it is heading
⢠Why todayâs trends are essential to employee engagement
⢠Tips on how to get started on modernizing your performance management processes and systems
Highly renowned companies are realizing the effectiveness of coaching in achieving their goals. Major corporations from a variety of sectors, including IBM, Nike, Verizon and Coca-Cola Enterprises, have turned to coaching to increase employee satisfaction, improve output and strengthen their bottom lines. Learn more at coachfederation.org.
LCP building a business case for coaching 2010Claire Walsh
Â
A whitepaper from Brighton consultancy Learning Consultancy Partnership (LCP) aimed at HR and L&D professionals who want to build a business case for executive and leadership coaching
Leadership Development Growing Talent Strategically .docxDIPESH30
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Leadership Development:
Growing Talent Strategically
Beverly A. Dugan
Human Resources Research Organization (HumRRO)
Patrick Gavan OâShea
Human Resources Research Organization (HumRRO)
Copyright February 2014
Society for Human Resource Management and Society for Industrial and Organizational Psychology
SHRM-SIOP Science of HR White Paper Series
Beverly A. Dugan
Human Resources Research Organization
[email protected]
Beverly Dugan, Ph.D., has more than 25 years of experience in leadership,
management, and organizational research and consulting. She recently retired from
the Human Resources Research Organization (HumRRO), where she was a vice
president and division director. In this position, she managed talent management
projects and was also responsible for developing and maintaining the corporate
capability to perform leading-edge talent management research and development
services for federal agencies, associations and the private sector. She is currently an
independent consultant and leadership coach. She received her Ph.D. in experimental
psychology from the University of Tennessee at Knoxville and is a member of the
Society for Industrial and Organizational Psychology (SIOP), the Society of Consulting
Psychology (SCP), the American Psychological Association and the International Coach
Federation.
Patrick Gavan OâShea
Human Resources Research Organization
[email protected]
Gavan OâShea is the Director of Federal Talent Management at HumRRO. Gavanâs
specific areas of expertise include leadership assessment and development, 360-degree
feedback, job analysis and competency modeling, and employee selection and
promotion. He is an Adjunct Professor within Villanova Universityâs Department of
Human Resource Development, and his work has appeared in outlets including
Leadership, Military Psychology, Group Dynamics, the Journal of Business and
Psychology, the Journal of Management and the Encyclopedia of Leadership. Gavan
received his Ph.D. in industrial-organizational psychology from Virginia Tech.
1
The Importance of Leadership
The world is changing in countless ways, and the effects are rippling throughout
our society and our organizations. While
constant, dramatic change has become the
status quo, 10,000 Baby Boomers will turn
65 each day between now and 2030 (Cohn &
Taylor, 2010). The challenges presented by
ongoing change and the loss of wisdom and
experience associated with the aging of the
workforce drive the need for strong leaders.
Recognizing this need, organizations spend
a lot of money on leader development. A
study conducted by Bersin Associates (2009) found that companies spent an average of
nearly $500,000 on leader development in 2008, with small companies spending about
$170,000 and large companies spending about $1.3 million. By fostering strategic
A joint Bersin-Center for Creative
Leadership (CC ...
Leadership Development Growing Talent Strategically .docxsmile790243
Â
Leadership Development:
Growing Talent Strategically
Beverly A. Dugan
Human Resources Research Organization (HumRRO)
Patrick Gavan OâShea
Human Resources Research Organization (HumRRO)
Copyright February 2014
Society for Human Resource Management and Society for Industrial and Organizational Psychology
SHRM-SIOP Science of HR White Paper Series
Beverly A. Dugan
Human Resources Research Organization
[email protected]
Beverly Dugan, Ph.D., has more than 25 years of experience in leadership,
management, and organizational research and consulting. She recently retired from
the Human Resources Research Organization (HumRRO), where she was a vice
president and division director. In this position, she managed talent management
projects and was also responsible for developing and maintaining the corporate
capability to perform leading-edge talent management research and development
services for federal agencies, associations and the private sector. She is currently an
independent consultant and leadership coach. She received her Ph.D. in experimental
psychology from the University of Tennessee at Knoxville and is a member of the
Society for Industrial and Organizational Psychology (SIOP), the Society of Consulting
Psychology (SCP), the American Psychological Association and the International Coach
Federation.
Patrick Gavan OâShea
Human Resources Research Organization
[email protected]
Gavan OâShea is the Director of Federal Talent Management at HumRRO. Gavanâs
specific areas of expertise include leadership assessment and development, 360-degree
feedback, job analysis and competency modeling, and employee selection and
promotion. He is an Adjunct Professor within Villanova Universityâs Department of
Human Resource Development, and his work has appeared in outlets including
Leadership, Military Psychology, Group Dynamics, the Journal of Business and
Psychology, the Journal of Management and the Encyclopedia of Leadership. Gavan
received his Ph.D. in industrial-organizational psychology from Virginia Tech.
1
The Importance of Leadership
The world is changing in countless ways, and the effects are rippling throughout
our society and our organizations. While
constant, dramatic change has become the
status quo, 10,000 Baby Boomers will turn
65 each day between now and 2030 (Cohn &
Taylor, 2010). The challenges presented by
ongoing change and the loss of wisdom and
experience associated with the aging of the
workforce drive the need for strong leaders.
Recognizing this need, organizations spend
a lot of money on leader development. A
study conducted by Bersin Associates (2009) found that companies spent an average of
nearly $500,000 on leader development in 2008, with small companies spending about
$170,000 and large companies spending about $1.3 million. By fostering strategic
A joint Bersin-Center for Creative
Leadership (CC ...
The Critical Role Coaching Plays in Developing Your EmployeesCenterfor HCI
Â
Each day, leaders spanning the globe are discovering the positive impact that coaching employees can have on their organization (and bottom line). Managers are discarding outdated notions of being âthe bossâ and instead, they are creating an increasingly nurturing environment by offering support and regular feedback to their employees. Not only is this an approach that employees want (dare say desire), it is also proven to be one of the best ways to improve individual and collective performance.
2. CULTURES OF ENGAGEMENT INSIGHTS PAPER
2
EXECUTIVE SUMMARY
For decades, great focus has been placed on the benefits of executive coaching and
leadership coaching for managers and leaders. While leadership coaching is crucial for
organizational success, it is the aim of this article to zoom out and show how coaching
can benefit the entire organization by creating an atmosphere or culture of engagement.
In an effort to bridge the gap between coaching skills and organizational outcomes, this
insights paper:
ďˇ Discusses how organizations can use key coaching skills to improve employee
communication satisfaction, increase engagement and maximize employee
performance.
ďˇ Explains how these coaching disciplines create an environment that accelerates
organization goal achievement through increased employee engagement and
improved employee performance.
ďˇ Zeroes in on the impact of giving and receiving feedback: two skills that represent
a convergence of communication that satisfies employees and benefits
organizations and a key coaching competency.
This insights paper represents a convergence of communication preferences,
communication satisfaction and coaching skills such as open questioning, mindful
reflection and active listening. Although Cultures of Engagement does not go in depth
with the how-to of coaching techniques, most leaders know these techniques or can easily
learn the skills. This article answers the question:
âHow do key coaching competencies impact and improve organizations?â
3. CULTURES OF ENGAGEMENT INSIGHTS PAPER
3
GLEANINGS FROM THE EMPLOYEE EXODUS
Forbes and Entrepreneur magazine confirm that hiring and retaining key talent is a top
challenge for organizations of all sizes. According to Entrepreneur:
ďˇ 56% of businesses with 101-499 employees listed hiring as their biggest challenge
ďˇ Hiring is just as important as growing revenue in businesses of 50-100 employees
ďˇ 29% of small businesses reported that hiring is a top challenge (Rampton, 2015).
Employees are exiting companies in greater volumes and frequencies. Not all of them are
departing, but the exodus is making managers take notice and ask âwhy are my
employees leaving?â
Employee turnover is largely due to dissatisfaction which leads to disengagement.
Gallup estimates that âactively disengaged employeesâ â the least productive â cost the
American economy $350 billion per year in lost productivity (including absences, illness
and other problems resulting from active disengagement). When workers encounter
motivational challenges, they tend to disengage from their work environments. Employee
disengagement and turnover intention represent two root causes of the hiring challenge
that can be addressed with coaching skills that provide alternatives to these challenges.
Leaders and managers can take action using 3 coaching skills: mindful reflection, quality
feedback and trust-building. These skills positively affect employee engagement and lead
to outcomes such as shared decision making, an employee learning orientation and
communication satisfaction.
4. CULTURES OF ENGAGEMENT INSIGHTS PAPER
4
THE LEGACY OF INDUSTRIAL CAPITALISM
To understand the role of coaching in organizations, itâs important to understand that the
shift in organizational theory over the last century has drifted away from the
mechanistic, bureaucratic organization of the 19th
and early 20th
centuries, and toward a
more organic, networked form of organization. The shadow side of organization has
resulted in byproducts among employees such as lack of purpose, feelings of misuse and
abuse, substance addiction, low self-esteem, sabotage and a host of counterproductive
work behaviors (CWB) and personal/family issues that have negatively impacted lives of
employees and their families (Symptoms of a Wounded Spirit; Bibi, Karim & ud Din, 2013).
Most importantly for executive leadership, these problems hinder organizational
performance. Humanistic values have moved organizational theory toward a more people-
centric model that favors such disciplines as customer journey mapping and employee
wellbeing.
TRUE COACHING REFLECTS (AND PRODUCES) A RELATIONAL CULTURE
In that shift, people â both customers and employees â are becoming a central focus in
organizational goal achievement. Richard Daft (2013) defines organizations as âsocial
entities that are goal-directed and designed as deliberately structured and coordinated
activity systems and are linked to the external environment.â Daft goes on to say:
âAn organization is not a building or a set of policies or
procedures; organizations are made up of people and their
relationships with one another. An organization exists when
people interact with one another to perform essential
5. CULTURES OF ENGAGEMENT INSIGHTS PAPER
5
functions that help attain goals. An organization is a means to
an endâ (Daft, 2013, p.12).
Coaching recognizes and respects the people that make up the organization.
Organizational coaching and coaching cultures produce healthier relationships between
both customers and organizational members. A coaching culture aligns with Daftâs
definition of organization as a relational culture. Coaching builds relationships.
Relationships engage organizational members. Effective coaching builds relationships
between people, departments and concepts within the organization.
The bureaucratic model of organization has its strengths, limitations and appropriate
settings, just as does the decentralized model. However, treating workers as âhired
handsâ within a closed system and occasionally issuing, top-down communication and
directives through a memo, has run its course. Organizations are changing to adapt to the
post-industrial age and the knowledge economy. Innovative leaders are adapting to this
new situation by integrating key coaching competencies and mobilizing coaching skills
within their organizational cultures.
THE DEMOCRATIZATION OF COACHING
Electricity. Gasoline. Automobiles. The I-Phone. Each of these horizontal innovations
changed the face of the world we live in. In fact, iPhones have prompted school districts
across the United States to reevaluate the use of technology in the classroom. As we
speak, coaching is changing the face of organization.
Coaching represents a major innovation, one which is quickly decentralizing throughout
industries and consequently, organizations. Through coaching, organizations not only
build the type of cultures they can be proud of, but also create cultures that produce
6. CULTURES OF ENGAGEMENT INSIGHTS PAPER
6
engagement, and most importantly reengagement, without putting undue strain on
managers, employees or executive leadership. Coaching has emerged as an alternative to
top-down communication and the concept of organization as an end in itself. It accounts
for the relational dynamic and produces various outcomes that align with not only
humanistic thought, but also factors that lead to higher employee productivity such as
highly engaged employees with a thriving sense of wellbeing.
WHAT IS COACHING?
The International Coaching Federation, or ICF, officially defines coaching as
âpartnering with clients in a thought-provoking and creative process that inspires them to
maximize their personal and professional potential.â Coaching functions in various ways
within organizational life. One way to think about coaching is through the following six
functions:
1. Coaching is a service that supports achievement of business and personal goals.
2. Coaching is a solution that keeps clients moving forward toward their agenda and
growth goals.
3. Coaching is a set of techniques including open questions, the G.R.O.W. model,
unpacking, reframing, and S.M.A.R.T.Y. goals.
4. Coaching is a process that guides coachees to unleash their creativity and
maximize their full potential.
5. Coaching is a discipline that organizations integrate into business operations to
improve performance and achievement.
6. Coaching is a movement that exists alongside other disciplines such as counseling,
mentoring, consulting and facilitation.
7. CULTURES OF ENGAGEMENT INSIGHTS PAPER
7
HOW COACHING BENEFITS ORGANIZATIONS
Within an organizational context, coaching sessions are designed to improve job
performance and productivity from a holistic approach. Fortune 500 companies, such as
Walt Disney, Apple, Continental, Harley Davidson, have integrated coaching for
executives into HR operations. Other companies have successfully integrated coaching at
lower levels of the organization to guide employees in making positive change on their
jobs, in their lives and in their careers.
Organizational leaders mobilize coaches, along with their accompanying coaching skills
and techniques, as a way to address the complexities of change through practices such as
collective intelligence, strategic thinking and conflict resolution. Several coaching skills
and techniques align with employeesâ values and often subconscious desires for such
things as satisfying communication, and timely, actionable feedback. Coaching skills such
as mindful reflection, quality feedback, and building trust lead to outcomes such as
shared decision making, encouraging learning, and communication satisfaction.
Communication that satisfies employees begins with authentic conversations. Susan Scott
(2002) makes a bold claim that âthe conversation is the relationshipâ. If an organization is
made up of people and their relationships to one another, conversations serve as the
barometer measuring the quality of interactions among organizational members. Coaching
encourages and preserves the free flow of knowledge and information between
supervisors and employees, between different departments and teams within the
organization, and even between colleagues who operate on a peer level. Conversations
are also important between the four generations that currently exist within the
8. CULTURES OF ENGAGEMENT INSIGHTS PAPER
8
workforce. Coaching works to increase understanding, while minimizing communication
barriers.
THE VALUE OF MINDFUL REFLECTION
Effective coaching requires the discipline of mindful reflection. Tuleja (2014) explains
that one practices mindfulness, or sense-making, by âreflectively paying attention
through monitoring personal feelings, thoughts and actions [to] make sense of [âŚ]
situations, events and actionsâŚby removing a rigid or fixed mindsetâ (p.7). Mindfulness is
the exact opposite of mindlessness where there exists âno need to think about what
youâre doing because it comes naturally and is accepted and expectedâ with no reason to
question oneâs assumptions because of the expectation that things will continue
uninterrupted on auto-pilot (Tuleja, 2014, p.8). Given the global realities of change,
mindlessness among employees and leaders works against strategic goals. Coaching guides
employees and leaders in practicing the discipline of mindful reflection as a springboard
to personal change. Managing personal change is one factor that accelerates
organizational change (Burke, 2011, p.2016).
Tuleja (2014) describes mindfulness in the context of cultural intelligence, the
components of which include: listening, observing, behavior modification, alteration of
communication preferences, and reflective thinking to resolve cognitive dissonance.
These five components also align with coaching skills, techniques and/or outcomes.
Cognitive dissonance resolution allows everyone from line-workers to global leaders to
discover their own answers, which facilitates a more lasting learning experience and
maximizes the commitment to selected actions (Tuleja, 2014; Wilkinson, 2004, pp.2-6).
Mindfulness requires emotional intelligence and the ability to delay oneâs reaction in
9. CULTURES OF ENGAGEMENT INSIGHTS PAPER
9
order to take in environmental cues, listen, observe and reflect (Levinson, 2005, p.251;
Tuleja, 2014, p.7).
FEEDBACK: COMMUNICATION THAT SATISFIES
In interviews with leaders across industries that asked them about their ideal
communication situations, receiving quality feedback was the most popular response.
Feedback is a component of two-way communication, which generates an overall sense of
communication satisfaction for followers. In fact, feedback represents a unique
convergence of three important benefits and/or outcomes: what employees desire from
supervisor communication, what benefits organizations and an important skill coaches
specialize in. Instruments such as pulse surveys and the 360 degree anonymous feedback
exercise are valuable tools that managers use to generate quick feedback and gain
implementable insights. However, these assessments should not replace face-to-face
feedback. Workers desire feedback that is positive, constructive, timely, immediate and
given in time to make adjustments.
Giving Employee Feedback
Followers prefer open, semi-official two-way dialogue and discussion that takes place at
least on a monthly basis. The preference also includes unstructured conversations as well
as structured settings. Employees desire feedback that occurs in addition to official
performance reviews. Leaders can use the following five tips to guide themselves in
giving feedback to followers:
1) Frequency: employees want more instances of feedback than managers think they
give
10. CULTURES OF ENGAGEMENT INSIGHTS PAPER
10
2) Quality: managers should explain strengths of the employeeâs performance and
suggest improvements
3) Quantity: employees want timely and immediate feedback
4) Setting: managers should consider the degree of formality and create a balance
between formal/informal and structured/unstructured environments
5) Actionability: employees desire easily implementable feedback.
Receiving Employee Feedback
Just as employees like receiving feedback from their leaders, they also enjoy providing
feedback, with the ability to speak freely with their leaders. Leaders can use this
feedback to inform organizational strategy. Feedback reengages employees by giving
them a voice and valuing their input.
Receiving employee feedback produces another strategic outcome, addressing an area of
long-term profitability, which is a concern of every CEO. By involving people in the
information gathering process, leaders gain an understanding of customers, competitors
and the overall conditions of the marketplace. Robert Bradford and J. Peter Duncan
(1999) explain that employees are the best sources about information about the outside
world if leaders take time to listen to their people (p.54). The feedback-seeking leader
increases employee buy in, resulting in long-term gains for the company.
Feedback as a Trust-building Coaching Discipline
Leaders who solicit feedback build and preserve trust between themselves and their
employees. While serving as Director of Strategic Leadership of U.S. Cellular, Jim
Gustafson coached his employees on a daily basis to explore possibilities, achieve their
potential and maximize their contribution to the company. He intentionally changed
11. CULTURES OF ENGAGEMENT INSIGHTS PAPER
11
leadership behavior to use appreciative inquiry, work with followers to create more
authentic communication and inspire a more collaborative and trusting environment
(Daft, 2011, p.468). When it comes to feedback, followers want it frequently, specifically
and descriptively. Most of all, they desire feedback delivered in a way that positions them
to take action. The value of building trust through feedback loops increases
exponentially in times of change.
During periods of organizational change, employees need encouragement to try new
things. Mistakes increase as both leaders and followers explore new ways of thinking,
learn to take on new responsibilities, and perform new job tasks. However, most people
have an innate fear of making mistakes. More aptly, the anxiety associated with receiving
negative consequences for mistakes causes many employees to play the blame game.
Employers also shun mistakes, viewing them as a waste of money and time. However,
leaders can make sense of mistakes and encourage employees to learn from them. This
communicates to employees that the only bad mistake is the one they fail to learn from.
Followers, especially lower performers, require more encouragement than higher
performers. Even a high performer engaging in a new task or taking on a new
responsibility needs encouragement as they learn. Leaders should provide coaching that
encourages them to critically assess what they have learned and provides feedback to
prevent repeating mistakes. Leaders can build trust by inviting employees into the
conversation by allowing them to share their feedback without fear of recourse. Mistakes
can be costly, however, the larger cost is not learning from them. Coaching discourages
blaming and encourages learning. It provides a process for delivering effective feedback
in a way that allays an employeeâs fear of failure, by turning mistakes into learning
opportunities.
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WHAT MAKES COACHING WORK
The most important coaching competency is not really a skill or technique, rather it is an
attitude. For coaching to work as effectively as possible, one must develop the heart of a
coach. The coaching manager must believe the best in their employees (Stoltzfus, 2005;
Nobles, 2012). This attitude of belief in coachees makes coaching work. This sense of
optimism is the bedrock of effective coaching relationships. Without it, coaching skills
and techniques result in a zero-sum game.
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12 KEY INSIGHTS
1. Effective manager-employee communication positively impacts employee engagement.
2. Coaching provides managers with strategies for open, two-way communication, which
motivates workers and provides an alternative to top-down, one-way communication.
3. Leaders and managers can take action using 3 coaching skills that positively affect
employee engagement.
4. Coaching facilitates learning and increases an employeeâs commitment to action,
especially in times of change.
5. Receiving feedback is the #1 interaction that employees desire with their managers.
6. Leaders can use employee feedback to inform organizational strategy.
7. Leaders, who solicit feedback, build trust with employees. (This is especially true in
times of change).
8. Challenges, such as lack of purpose and work-life conflict, lead to disengagement.
9. Managers can intervene at the point of employee dissatisfaction to minimize
disengagement and turnover intention.
10. Organizations can mobilize coaching skills to build cultures of engagement without
putting undue strain on managers, employees or executive leadership.
11. Managers can decrease work-life conflict through the effective use of coaching
techniques.
12. Leaders can build coaching cultures to address the complexities of change.
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