A coach plays a significant role in increasing employee's effectiveness and improves their management skills. For this, there is an effective coaching model - WIN BIG. It compromises six steps, three to build awareness, and three to move the coachee to action. This winning formula not only helps an individual to win but also helps others to succeed.
This program teaches managers how to convert their conversation into coaching conversation. Imbed it in their day to day conversation with teams to ensure high performance, ownership and engagement amongst the team.
This program focuses on What, Why and How of Coaching. Easy to learn, understand and apply.
8 Steps to Reestablishing Your Personal Productivity at WorkMindful Progression
8 Steps to Reestablishing Your Personal Productivity at Work is for all professionals who feel that they need to re-connect with their workplace and become more productive, but are struggling on how to do it.
www.mindfulprogression.co.uk
8 Steps to Reestablishing Your Personal Productivity at Work is exactly that. 8 straight forward steps that help you get back to productive work and feeling like you are making a impact on your personal performance and your organisation.
Stepping into the role of manager for the first time has a unique set of challenges. Learn how to manage yourself as well as how to manage others. Slides taken from a class taught by Janet Aronica of Localytics. Learn more from the experts by visiting Intelligent.ly
Good Stuff Happens in 1:1 Meetings: Why you need them and how to do them wellSaba Software
According to the latest State of the American Manager report from Gallup, employees who have regular meetings with their managers are almost three times as likely to be engaged as those who don’t. These regular check-ins keep managers and employees in sync and aligned. Want to see better manager/employee relationships in your organisation? Then make an all-in commitment to 1:1 meetings. Not sure how? You’ve come to the right place.
In this webinar with Jamie Resker, Founder and Practice Leader for Employee Performance Solutions (EPS), and Teala Wilson, Talent Management Consultant at Saba Software, you’ll get the inside track on how to hold effective 1:1 meetings, including tips for getting managers on board.
• Go beyond discussing the status of everyday work to higher level topics, including recognition, performance, development, and career aspirations
• Learn how to decide meeting frequency, what to cover, as well as roles and responsibilities of the manager and employee
• Understand how managers can build trust and make it comfortable for employees to provide upward feedback
• Unite your organisation with a unified approach to 1:1 meetings
Join us for this 1-hour webinar to get practical tips for building better manager-employee relationships with intention and purpose.
About the Speakers
Jamie Resker - Founder and Practice Leader for Employee Performance Solutions (EPS)
Jamie Resker, Practice Leader and Founder of Employee Performance Solutions, is a recognized innovator in performance management. She is the originator of the-the Performance Continuum Feedback Method® and Conversations to Optimize Employee Performance training program; tools and training that reshape communications between managers and employees to drive and align performance. Jamie is on the faculty for the Northeast Human Resources Association, is a contributor to Halogen Software's Talent Space Blog, and is an editorial advisory board member for HR Examiner.
Teala Wilson - Senior Consultant, Strategic Services, Saba Software
Teala is a Talent Management Consultant at Halogen Software, now a part of Saba Software. She has worked with teams on a national and global level supporting human resources in areas such as performance management, recruitment, employee benefit programs, training and talent development, workforce planning and internal communications. Teala also has a personal passion for visual arts and design.
Want to learn more? Join us for an upcoming Product Tour!
http://bit.ly/2yitfqu
This program teaches managers how to convert their conversation into coaching conversation. Imbed it in their day to day conversation with teams to ensure high performance, ownership and engagement amongst the team.
This program focuses on What, Why and How of Coaching. Easy to learn, understand and apply.
8 Steps to Reestablishing Your Personal Productivity at WorkMindful Progression
8 Steps to Reestablishing Your Personal Productivity at Work is for all professionals who feel that they need to re-connect with their workplace and become more productive, but are struggling on how to do it.
www.mindfulprogression.co.uk
8 Steps to Reestablishing Your Personal Productivity at Work is exactly that. 8 straight forward steps that help you get back to productive work and feeling like you are making a impact on your personal performance and your organisation.
Stepping into the role of manager for the first time has a unique set of challenges. Learn how to manage yourself as well as how to manage others. Slides taken from a class taught by Janet Aronica of Localytics. Learn more from the experts by visiting Intelligent.ly
Good Stuff Happens in 1:1 Meetings: Why you need them and how to do them wellSaba Software
According to the latest State of the American Manager report from Gallup, employees who have regular meetings with their managers are almost three times as likely to be engaged as those who don’t. These regular check-ins keep managers and employees in sync and aligned. Want to see better manager/employee relationships in your organisation? Then make an all-in commitment to 1:1 meetings. Not sure how? You’ve come to the right place.
In this webinar with Jamie Resker, Founder and Practice Leader for Employee Performance Solutions (EPS), and Teala Wilson, Talent Management Consultant at Saba Software, you’ll get the inside track on how to hold effective 1:1 meetings, including tips for getting managers on board.
• Go beyond discussing the status of everyday work to higher level topics, including recognition, performance, development, and career aspirations
• Learn how to decide meeting frequency, what to cover, as well as roles and responsibilities of the manager and employee
• Understand how managers can build trust and make it comfortable for employees to provide upward feedback
• Unite your organisation with a unified approach to 1:1 meetings
Join us for this 1-hour webinar to get practical tips for building better manager-employee relationships with intention and purpose.
About the Speakers
Jamie Resker - Founder and Practice Leader for Employee Performance Solutions (EPS)
Jamie Resker, Practice Leader and Founder of Employee Performance Solutions, is a recognized innovator in performance management. She is the originator of the-the Performance Continuum Feedback Method® and Conversations to Optimize Employee Performance training program; tools and training that reshape communications between managers and employees to drive and align performance. Jamie is on the faculty for the Northeast Human Resources Association, is a contributor to Halogen Software's Talent Space Blog, and is an editorial advisory board member for HR Examiner.
Teala Wilson - Senior Consultant, Strategic Services, Saba Software
Teala is a Talent Management Consultant at Halogen Software, now a part of Saba Software. She has worked with teams on a national and global level supporting human resources in areas such as performance management, recruitment, employee benefit programs, training and talent development, workforce planning and internal communications. Teala also has a personal passion for visual arts and design.
Want to learn more? Join us for an upcoming Product Tour!
http://bit.ly/2yitfqu
One On Ones are part of your essential management practice. One on ones are unsexy routine but it's the routine of your management practice that produces results. One on ones done right will change your life and put you on the path to management Nirvana. But of course the question is what do you actually do in a One on One meeting? There are 4 sections to a good one on one meeting agenda. They are 1. The Employees Agenda, 2. The Manager's Agenda, 3. Deliverables for the week ahead and 4. Growth.
Performance reviews are a great opportunity to help engage and empower your employees. Here are 3 ways to up-level your performance reviews for that purpose.
Effective One-on-One Meetings with Employees - By Liza WisnerLiza Wisner
Tools to Use:
1. The DELTA Meeting
2. Level 10 City Champion
The DELTA Meeting is a great tool to use if you want to conduct effective one-on-one meetings with your employees. It shows your dedication to employee engagement, leadership development, teamwork, and attention to detail.
The Level 10 City Champion Chart is a concept derived from the book "The Miracle Morning" by Hal Elrod. He explains, "If we’re measuring our levels of success/satisfaction in any area of our lives, we all want to be living our best lives at a ‘Level 10’ in each area. Creating your ‘Level 10 Life’ begins with creating an honest assessment of where you are."
How you interact with your clients in the first couple of sessions with them sets the tone for entire coaching relationship. That's why building rapport with new clients is so important. Building rapport helps you get and keep clients. Without great rapport-building skills, you'll be held back from having a successful coaching practice.
Fortunately, most coaches naturally excel at building rapport. Most coaches are warm, caring, and give potential clients the sense that they are driven to help others and have the skills to help them reach their goals. But even the most charming, charismatic coaches can use some help to build stronger rapport, or to increase their ability to do so quickly, with certain kinds of clients.
This extended cheat sheet lists of the most essential tips I know to help coaches build rapport and do it quickly. It's by no means a complete list. And I'm focusing primarily on coaches who work over the phone, so I haven't included tips for face-to-face meetings. Most of those tips, like making eye contact, are universal to building rapport with anyone. Most of my students work with clients on the phone, which makes building rapport a little more challenging. But with the right skills, you can easily make up for the fact that you and your clients can't see each other.
For some new managers, the idea of giving performance reviews and being responsible for others can be intimidating. For others, there are fears about how to manage people older than them. And then there are others who worry about being accepted by their new team. I too, had these fears. But over time, I have learned a lot from peers, from mentors, and from my own employees. I made some terrible mistakes, and I had some pretty good successes. These nuggets of insight are some of the best personal learnings I’ve had in my management career, and ones which I wish I knew when I started managing people.
The Manager's Resource Handbook is an online source of tools, templates and articles relating to business and management in the global environment. Our mission is the help managers and businesses succeed through the benefit of our experience. You can contact us at http://www.managersresourcehandbook.com.
25 things law firms must remember when implementing their marketing planDouglas McPherson
Putting a marketing plan together is the easy bit for law firms; implementing the plan is the hard bit.
Here are 25 tips to help you make implementing your marketing plans easier, quicker and more effective.
Effective Time Management Techniques to Teach Your Employees | Webinar 09.22.15BizLibrary
Effective Time Management Techniques to Teach Your Employees Do we ever really manage time? It frequently feels like our work week manages us. The reality of effective time management isn’t to try and squeeze more and more productive minutes out of every day, but to find ways to focus energy and effort into those hours we allocate to work.Effective time management, however, is a competency we can master (and teach) that will improve the quality of our lives both at work and at home. In today’s complex world, we have more and more distractions and demands on our time, so it’s extremely important to master techniques of time management to make the most of a resource that is not renewable, never repeats and is limited each day. In this webinar we’ll provide effective time management techniques for yourself and your employees.
www.bizlibrary.com
What is the right way to conduct effective meetings between managers and direct reports? Use the checklist below to get the most from one-on-one meetings.
Personal Trainer Magazine: Fitness Business, Marketing and Career Successdanieljacobes
Learn how to get more fitness clients, promote yourself as a fitness professional. For more detail you can check out at http://www.personaltrainermagazine.com
One on One Meetings — The Good, The Bad and The UglyJose Bautista
One-on-One's can add a whole new level of speed and agility to your company. Let's first talk about why One-on-One's are a crucial part of the "operating system" of how a company runs and operate. Because, at the end of the day, a company lives or dies for:
- Getting the best people to join the company
- Keeping them engaged and productive
- Make the great decisions about what these people should work on
In this presentation, we explain the good, the bad and the ugly about One on One meetings.
One On Ones are part of your essential management practice. One on ones are unsexy routine but it's the routine of your management practice that produces results. One on ones done right will change your life and put you on the path to management Nirvana. But of course the question is what do you actually do in a One on One meeting? There are 4 sections to a good one on one meeting agenda. They are 1. The Employees Agenda, 2. The Manager's Agenda, 3. Deliverables for the week ahead and 4. Growth.
Performance reviews are a great opportunity to help engage and empower your employees. Here are 3 ways to up-level your performance reviews for that purpose.
Effective One-on-One Meetings with Employees - By Liza WisnerLiza Wisner
Tools to Use:
1. The DELTA Meeting
2. Level 10 City Champion
The DELTA Meeting is a great tool to use if you want to conduct effective one-on-one meetings with your employees. It shows your dedication to employee engagement, leadership development, teamwork, and attention to detail.
The Level 10 City Champion Chart is a concept derived from the book "The Miracle Morning" by Hal Elrod. He explains, "If we’re measuring our levels of success/satisfaction in any area of our lives, we all want to be living our best lives at a ‘Level 10’ in each area. Creating your ‘Level 10 Life’ begins with creating an honest assessment of where you are."
How you interact with your clients in the first couple of sessions with them sets the tone for entire coaching relationship. That's why building rapport with new clients is so important. Building rapport helps you get and keep clients. Without great rapport-building skills, you'll be held back from having a successful coaching practice.
Fortunately, most coaches naturally excel at building rapport. Most coaches are warm, caring, and give potential clients the sense that they are driven to help others and have the skills to help them reach their goals. But even the most charming, charismatic coaches can use some help to build stronger rapport, or to increase their ability to do so quickly, with certain kinds of clients.
This extended cheat sheet lists of the most essential tips I know to help coaches build rapport and do it quickly. It's by no means a complete list. And I'm focusing primarily on coaches who work over the phone, so I haven't included tips for face-to-face meetings. Most of those tips, like making eye contact, are universal to building rapport with anyone. Most of my students work with clients on the phone, which makes building rapport a little more challenging. But with the right skills, you can easily make up for the fact that you and your clients can't see each other.
For some new managers, the idea of giving performance reviews and being responsible for others can be intimidating. For others, there are fears about how to manage people older than them. And then there are others who worry about being accepted by their new team. I too, had these fears. But over time, I have learned a lot from peers, from mentors, and from my own employees. I made some terrible mistakes, and I had some pretty good successes. These nuggets of insight are some of the best personal learnings I’ve had in my management career, and ones which I wish I knew when I started managing people.
The Manager's Resource Handbook is an online source of tools, templates and articles relating to business and management in the global environment. Our mission is the help managers and businesses succeed through the benefit of our experience. You can contact us at http://www.managersresourcehandbook.com.
25 things law firms must remember when implementing their marketing planDouglas McPherson
Putting a marketing plan together is the easy bit for law firms; implementing the plan is the hard bit.
Here are 25 tips to help you make implementing your marketing plans easier, quicker and more effective.
Effective Time Management Techniques to Teach Your Employees | Webinar 09.22.15BizLibrary
Effective Time Management Techniques to Teach Your Employees Do we ever really manage time? It frequently feels like our work week manages us. The reality of effective time management isn’t to try and squeeze more and more productive minutes out of every day, but to find ways to focus energy and effort into those hours we allocate to work.Effective time management, however, is a competency we can master (and teach) that will improve the quality of our lives both at work and at home. In today’s complex world, we have more and more distractions and demands on our time, so it’s extremely important to master techniques of time management to make the most of a resource that is not renewable, never repeats and is limited each day. In this webinar we’ll provide effective time management techniques for yourself and your employees.
www.bizlibrary.com
What is the right way to conduct effective meetings between managers and direct reports? Use the checklist below to get the most from one-on-one meetings.
Personal Trainer Magazine: Fitness Business, Marketing and Career Successdanieljacobes
Learn how to get more fitness clients, promote yourself as a fitness professional. For more detail you can check out at http://www.personaltrainermagazine.com
One on One Meetings — The Good, The Bad and The UglyJose Bautista
One-on-One's can add a whole new level of speed and agility to your company. Let's first talk about why One-on-One's are a crucial part of the "operating system" of how a company runs and operate. Because, at the end of the day, a company lives or dies for:
- Getting the best people to join the company
- Keeping them engaged and productive
- Make the great decisions about what these people should work on
In this presentation, we explain the good, the bad and the ugly about One on One meetings.
Coaching is maybe the most efficient method of increasing performance offered to managers, team leaders, as well as colleagues. This post specifies coaching and describes a procedure for reliable coaching.
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A lot of challenges and factors can keep people from improving their performance and make changes to attain success. It can be a real struggle to move forward easily when you are stressed, overwhelmed, lack interpersonal and communication skills and not being able to improve quickly.
How do you set expectations for your self and the team your are supervising so as to achieve organizational goals.
Take a few minutes and learn how this can be done
The coaching process may pay great dividends in developing employee present needs, creating a group of future leaders, supporting employee satisfaction, and creating a talent pool for a succession plan. Coaching is a partnership in which the trained and experienced coach guides and develops the coachees to achieve goals. The coach helps the coachees think of what they had not thought of, said, dreamed or created. The coach helps to expand coachee thinking and experience life in new ways. The coaching process supports an increased awareness by the coachees to understand what they are doing right and to develop alternative thinking and acting.
Providing constructive feedback on a regular basis can be a daunting task in today's fast-paced world. Therefore, it is essential to ensure that you perform performance reviews correctly when you finally get the opportunity to do so.
I have been recently working on a project reviewing the Performance Assessment and Evaluation processes for an organisation. Having worked for numerous organisations and seen many incarnations of these systems, I thought others may find it useful to walk through the little reality checking session that I had to give myself when launching into this project.
How to prepare for, receive and deliver great performance reviews that focus on growth, leadership, staying sharp and setting goals for yourself.
Not just for those in technology but any job industry.
Similar to Effective Coaching Part 2: Moving Into Action (20)
Why I’m A Hypocrite And My Challenge With Mental Energy.pdfCenterfor HCI
Leadership, both personal and professional, is an energy game. But it takes more than physical energy for peak performance. Leaders need abundant physical, mental, emotional, and spiritual energy to manage their stress and perform their best. And just like professional athletes, leaders need to train properly, regularly and on purpose to achieve the results theyu2019re after. For more information regarding the benefits of executive coaching Washington dc and human capital consultants, please visit the Center for human capital innovation.
Using Growth Mindset For Career Success.pdfCenterfor HCI
In today’s rapidly advancing world, continual learning is a given. In the future, people are less likely to be hired for what they “know” and more likely to be hired for their ability to learn what they “don’t know”. For more information regarding the benefits of executive coaching Washington dc and human capital consultants, please visit the Center for human capital innovation.
Engaging Employees Through Sustainability.pdfCenterfor HCI
BBMG recently released a white paper that addresses sustainability as an organizational core value, which not only helps the planet but also increases employee engagement. Their rationale is that having this type of transcendent vision gives employees purpose and empowerment, if executed correctly. For more information regarding the benefits of executive coaching and human capital consultants, please visit the Center for human capital innovation.
Leadership in the Zone – How to Fully Engage Mentally (1).pdfCenterfor HCI
Mental energy is the energy of laser focus. It’s hallmark quality in humans is the capacity to be fully present. Not just physically present, but cognitively present as well. For more information regarding the benefits of executive coaching and human capital consultants, please visit the Center for human capital innovation.
Learn This Efficient Model for Building High Performing Teams.pdfCenterfor HCI
No matter what industry you work in, productive and efficient teams are a must for success. Yet it’s not always easy to create and maintain a well-oiled team. For this, the Drexler-Sibbet Team Performance Model is there as it provides a simple, step-by-step framework for understanding team development. For more information regarding the benefits of executive coaching and human capital consultants, please visit the Center for human capital innovation.
7 Ways to Reduce Friction Between Remote and Onsite Employees.pdfCenterfor HCI
As organizations prepare for a post-pandemic world, many are embracing hybrid schedules that allow some employees to work remotely at least part of the time. As a result, friction is rising at some companies between remote employees and those required to work onsite who are jealous of their colleagues’ flexibility. HR often is tasked with addressing that friction and guiding people managers who are caught in the middle. Strategies are specifically designed to minimize tension and foster cohesiveness between remote and onsite team members.
Creating an Equitable and Inclusive Hybrid Work Environment (2).pdfCenterfor HCI
While hybrid workplaces are becoming the norm for many organizations, equitable and inclusive hybrid work environments are not, and this can cause problems for your team. An equitable workplace is one where all types of workers have equal and fair access to opportunities and resources.
Learn more about top leadership consulting firms and executive coaching dc visit Center for human capital innovation. For more information regarding
benefits of executive coaching and human capital consultants, please visit Center for human capital innovation.
Longevity’s Impact on Workforce Education.pdfCenterfor HCI
Is an organization responsible for educating its workforce? CHCI recently conducted a roundtable conversation to answer this question, discussing the five-stage model of life model and current job requirements. It includes education, work, education, work, and retirement. To support this five-stage model of life, federal and state governments are incentivizing education for seniors. Many technical roles required by organizations demand specialized technical and soft skills, not four-year degrees. They fall into the category of “new collar” jobs. To keep up with these changes, organizations are looking at new ways to attract top talent by offering technology apprenticeships as a way for entry-level talent to jumpstart their careers post-high school.
Do you think your work must be 100% perfect, 100% of the time? Or that you haven’t truly earned your position? Does your confidence take a plunge when you suffer a setback? You are not alone. 70% of the U.S. population has experienced this feeling, known as impostor syndrome. Instead of hiding behind the fears of failure, we all need to face them, overcome them, and learn from them. The best way to defeat imposter syndrome is to change the workplace environment.
Purpose: A Key Driver of Organizational Performance.pdfCenterfor HCI
The first step in the key driver of organizational performance is purpose. In the current world, purpose provides clarity and stimulates innovation. Embracing clarity can open the door to allowing employees to see possibilities that they wouldn’t have otherwise seen. They understand the organization’s expectations of them and the reasons behind those expectations. It empowers them to deliberate new methods of doing their work to meet the organizational mission. Purpose provides clarity and stimulates innovation. Embracing clarity can open the door to allowing employees to see possibilities that they wouldn’t have otherwise seen. They understand the organization’s expectations of them and the reasons behind those expectations. It empowers them to deliberate new methods of doing their work to meet the organizational mission.
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As the world continues to adjust to the COVID-19 pandemic, there has perhaps been no better time to ask for what you want in the workplace. While it never hurts to ask, your request is more likely to be granted if you consider your manager’s point of view and approach the situation from a place of clarity and mindfulness.
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Born between 1997 and 2012, Gen Z currently makes up 20.35% of the US population. The eldest among them are between 22 and 25 years old, so you can expect members of this generation to start trickling into your ranks more and more in the coming years. They will impact the workplace for decades to come. As more and more Gen Z enters the workforce, it is imperative that organizations educate themselves on what this generation values most in an employer. Hiring and retention strategies must evolve to incorporate those preferences and values.
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Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
1. Effective Coaching Part 2: Moving Into Action
2 Comments / Blog, Executive Coaching
In our previous post, we introduced what we find to be an extremely effective coaching
model—W.I. N. B.I.G. It involves six steps, three to build awareness, and three to move the
coachee to action. To read in detail about building awareness, including applicable
examples, check out part-one of our series on the W.I.N. B.I.G. formula.
Today we are going to discuss moving a coachee into action. As a quick review, here are the
six steps in this formula, starting with how to build awareness:
Build Awareness
W-onder About Root Cause
I-nvestigate Wants
N-ame Possible Solutions
Move to Action
Menu
2. B-uild a Plan
I-nsure Action
G-ive Affirmation
These steps help you create a dialogue that will increase your employee’s effectiveness and
improve your management skills. Everyone involved wins big!
Let’s take a look at how to move an employee to action using three steps:
Move to Action – B.I.G.
After you helped someone Build Awareness, they are ready to implement a winning course of
action and make a commitment to follow through with the plan. Action is the key here. You
can Build Awareness all day long, but if you never Move to Action, you’ve done nothing but
had nice conversations with your employee. The goal here is concrete action—doing things
differently to reach higher levels of success.
B-uild a Plan – Action
People love this stage. Now you can start moving and grooving. You can finally Build a Plan
that gets you to some action. An important thing to note here is that most of this decision
will come from the coachee, not you. What is it going to take for them to implement the
solution that they have chosen? What are the tangible steps that they will take so that things
look differently in the future? Your goal in this stage is to help the employee devise a realistic
plan that gets them where they want to go in a do-able manner and timeframe.
This is the stage where you get down and dirty. Vague and abstract ideas don’t work
here. Remember your high-school-writing teacher who taught you the 5 W’s? Polish them off,
because they get lots of use in this stage. To Build a Plan, you’ll want to ask questions like:
What are you going to do?
What steps do you have to take to get there?
When will you do that?
Who do you need to bring into the process?
What will you have to say, “no” to in order to make this happen?
3. As a coach, it’s OK to challenge your employees during this stage. The reason you’re
coaching them is because they’re in their own way of success. Getting out of one’s own way
can be a tremendous challenge that is usually approached with some degree of trepidation.
For that reason, watch and listen to your coachee. Do you get the sense they are not
believing in themselves enough or holding back somewhat? If so, challenge them by upping
the ante of their actions.
As your employee is creating their plan, help them to make it SMART: Specific, Measurable,
Achievable, Realistic and Time-specific. Find a way to make things measurable—even if they
are measured by ‘yes, I did it’ or ‘no, I didn’t do it.’ The action steps also need to be
achievable so the people can see the progress they are making and feel good about it. Goals
and tasks often need to be chunked down to manageable pieces; otherwise the person gets
overwhelmed and gives up. So if necessary, break the actions into achievable pieces so they
can do a little every week and be able to report on progress. The action steps also need to be
realistic given the employee’s circumstances. Having someone say they are going to
increase annual sales by 80% in a week is probably a bit of a stretch. Finally, be sure to have
a timeline in place.
I-nsure Action – Accountability
One of the most important things a manager can do as a coach is hold the person
accountable for the actions to which they’ve committed. As the person leaves the effective
coaching conversation and gets sucked back into the black-hole that is their busy life, it is
natural for the insights they gained to become blurred and for their planned actions to
become a bit more daunting. Left to their own devices, most people will let things slip back
to the status quo and then fall back into their old routines. That’s what makes this stage of
the coaching process so important. Your goal here is to Insure Action by establishing an
accountability system. Having the coachee say they are going to do something is not
enough. Here, you want to ask specific questions like:
How will I know?
When will you let me know how it goes?
How much time do you need before checking back in with me?
How will I know if you need a nudge?
What’s the best way for you to circle back to me?
4. It can be great to follow-up these questions with a conversation about what you should do if
the person doesn’t follow through on their commitments. Questions like these are good
ways to start off the conversation:
What should I do if you don’t get back to me?
How would you like me to follow up if I don’t hear back?
If you don’t follow through, how should I bring it up?
Some people prefer an email reminder, some want you to come and give them a hard time.
The key here is to do it compassionately and matter-of-factly.
Many managers say at this point, “Why should I have to worry about them following
through? If they really want to make the changes or right the problem, then they will do it. . .
if they don’t, it’s their loss.” That’s understandable. And, be realistic for a second—
everybody’s human. How many times have you said you were going to stop procrastinating
your expense reports until the last minute, or you were going to do a better job at standing
up to your boss and not backing down as quickly?
The whole point of accountability is that eventually the employee becomes accountable to
herself, not you.
Follow Up to Insure Action
The ‘action’ of an effective coaching conversation does not happen during the conversation;
it begins the moment the conversation ends and the coachee leaves your office to go out
and do something differently than before. Depending on the situation, after a few days or
weeks, be sure to check in to see how the person is doing on their commitments. Here are a
few examples of questions you can use to get the ball rolling as you follow up.
How is it working?
How would you summarize the work/effort so far?
What’s working well? What are you thinking of altering?
G-ive Affirmation – Validation
5. ← Previous Post Next Post →
The final stage of the coaching process is one that can be used anywhere during the
coaching conversation, but especially at the end. This is very important step and one that
most people forget to do. Take the time to Give Affirmation and acknowledge their hard
work and desire to grow and change. Your purpose here is to validate the goals, efforts, and
plans that the person is putting forth and to validate the strengths or qualities that you see,
think, or know will make them successful as they move forward. These statements are a
time for you to encourage, inspire, and motivate by saying things like:
I’ve seen progress in your goals. I want you to now take a second and point out how
much progress you’ve seen in the past 3 weeks.
You know, you’re really stepping up to the plate. It takes a lot of courage to look at
yourself and see how you can be more effective. It’s a sign of a real leader.
When you Give Affirmation, be prepared to follow it with a brief pause. People are not used
to hearing good things about themselves, and for many people, receiving validation is
actually an uncomfortable experience.
Putting it all Together to W.I.N. B.I.G.
You are now set to WIN BIG! Using this formula will not only help you succeed but more
importantly, it will help you help others succeed. Once you have determined the coachability
of a situation, focus on asking questions that create a dialogue that builds awareness and
then move the person to action. To do that, use the W.I.N. B.I.G. model to help you wonder
about root cause, investigate wants and name the possibilities. When you have narrowed
down your possible solutions, build a plan, insure action and give affirmation to the
employee as they go out to be more successful.
Increase The Effectiveness Of Your Leaders And Employees.
S I G N U P !
6. CHCI Infographics
Manage Your Energy To Reduce Stress
Tips For Effective Coaching Questions
The Business Case of Coaching
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