Now that everyone is back at work and in their daily routine, this is the perfect time to start some improvement initiatives. Coaching isn’t just about helping under-performers, although it does work really well in that area, it can also help with: -

• Increase productivity in a team by teaching them better facilitation
• Rewarding individuals with a personal coaching course, to help them excel even further
• Easing tension through times of change by group coaching your team
• Reduce staff turnover by coaching them to resolve their own issues

There is no question that coaching is a powerful part of business and employee development, which is why most managerial job descriptions list it as integral to the job.

Finding The Time

By outsourcing your coaching to a qualified professional you free up your own time to focus on managing the business.  How often do you really provide one to one coaching to your staff? Once or twice a year?

You’re bound to see an improvement if this was increased but it’s always relegated to second place when a new issue arises.

As a dedicated coach, I can focus on the individual without being distracted by the daily fire fighting that happens in every business. Coaching between 6 and 8 people in a single day, your entire team or even department can receive the coaching that they need to succeed. Instead of just once or twice a year (normally thrown in with their reviews) your team could receive dedicated coaching monthly, on time, every time.

Flexibility

Scheduling the right amount of time is critical for successful coaching. Too much too often and the employee doesn’t have the time to complete the actions they have set for themselves. Infrequent or adhoc coaching, can feel a lot like “too little, too late”. Once a regular coaching schedule is in place, clients often find they are able to spot and resolve issues before they become serious problems. Each coaching package needs to be designed with the business and the employees requirements. But just to give you some examples here is a suggestion of typical schedules businesses choose:-

• 1 hour of one to one coaching, per employee, per month.
• Half a day of group coaching, followed up with further group sessions every two months.
• “Floor walking” and “open door”. Coaching at their desk with the option to move to a meeting room.
• 1 month of weekly coaching, reduced to monthly coaching for the following 6 months

The frequency and combinations of one to one, group sessions are limitless, so it’s easy to find the perfect solution to your business needs.

Let’s talk

Designing a coaching solution for your business can easily be done, during a meeting at your premises. Together we’ll discuss your requirements and answer any questions you may have on the coaching process, service or any developmental requirements you have for your business.

Just email me from my contact page, or you can call me directly on 0845 388 3218.

By joining 2012 KickStart you will gain direct access to your own personal coach, with unlimited email coaching.

To really give 2012 the KickStart you need you will also receive 4 telephone coaching sessions in the first month.

It’s doesn’t just stop there. Once you have completed your 4 telephone coaching sessions, you will continue to receive unlimited email coaching AND 1 telephone coaching session EVERY MONTH!

You’ll be able to work on all the issues that have been holding you back, set real goals and start working towards them, become more confident and achieve the dreams you have struggled to realise on your own.

• Improving work relationships
• Improving managers perception of the coachee
• Development techniques to manage stress
• Confidence building
• Time management
• Work / Life balancing
• Health / Fitness
• Motivation

With all this one to one coaching, email support and on going coaching you might be surprised to find out, that until the end of January 2012 I’ll be changing just £50 per month for this service. Of course I won’t be able to hold this special offer price indefinitely so make sure you get in early and ensure your place.

Contact me now.

When we’re trying to improve our own performance, or as managers, trying to coach our employees to improve their performance, it’s common to focus on the things that need to change, or ‘the negatives’. We do this regularly in performance appraisals: we rate an employee’s performance, identify challenges or areas of weakness and put development plans in place to address them.

But sometimes, when we want to encourage growth and development, it can be powerful to focus on the positives. Here’s one way you can do that.

We’re often taught to apply “root cause analysis” techniques to address performance deficiencies. So for example, in a work situation, we ask ourselves or our employees questions like:

• What did you do wrong?
• What circumstances led to or contributed to your difficulty?
• What internal and external factors were at play?
• How can you change the way you behave next time?
• What knowledge/skills/abilities do you need to acquire or perfect to perform better next time?
• Etc.

The goal is to gain a better understanding of why you or your employee struggle or fail, and then takes steps to improve performance.

You can apply these same techniques to identify the root causes of success. So for example, in a work situation where you are coaching an employee, you could ask questions like:

• What kinds of projects or people bring out the best in you?
• What work are you most passionate about?
• What kinds of management or supervisory support help you excel?
• What are the “conditions” that support your success?

Instead of identifying the things that cause us to fail, we identify the things that cause us to succeed. If there are factors that have contributed to high performance and success in the past, they’ll likely continue to do so in the future. Once you’ve identified these root causes of high performance, you can work to try to replicate them as much as possible. You might also consider engaging in development to help further develop a strong skill or gain more knowledge in an area of interest.

Sometimes, focusing on the positives and successes in our lives can lead us to better understand how to improve and succeed in other areas. By including positive feedback as part of our regular coaching and discussions on performance, we give our employees a more balanced perspective and encourage desired behaviors and actions. And in our own lives, we can learn to apply the lessons and conditions of our success just as easily as we apply the lessons from our failures. And the bonus is, we feel better about ourselves.

As a Certified Human Capital Strategist and former learning specialist, Sean Conrad knows how effective coaching and feedback can support higher performance. He works for Halogen Software, a leading provider of performance management software.

Source: DreamsTime.com

may be due to the long hours that co-workers spend together, the stress level that a project creates, or simply because of personality clashes.  Generally, there are two kinds of conflict in the workplace.  The first is due to opposing ideas or differing opinions on a certain issue.  This kind of conflict, as long as it is managed well, can often lead to productive results, meeting one common goal.  The other kind of conflict is due to differences in personality.  This kind is much more difficult to resolve, and most of the leaves at least one party unhappy or dissatisfied with the results.

If you’re reading this article, chances are, you often encounter this problem as a manager in your workplace, or perhaps, you’re a party to the conflict, and just like everyone else, wish to find ways to smooth things out.  Whenever conflict arises, the general rules and principles of acceptable human behavior should be followed, so as not to aggravate things, and ultimately, come to a resolution.  “Rules of engagement” should also be observed so that “damage” and “casualties” are kept to minimum.

How then, can one help resolve conflict in the workplace?

1.      Identify what kind of conflict you’re dealing with.  Is it a conflict of ideas, decisions or actions relating directly to the job?  Or is it a case of two people not getting along because they have clashing personalities?  The longer a conflict has been going on, the harder it will be to evaluate.  Usually, a long-term conflict muddles the lines between what is a professional matter and personal.  If the parties get angry because of a particular work-related issue, it must be a dispute over business matters.  If the parties are frustrated or angry with each other all the time, and the reasons being are neither work nor business related, then the conflict must be due to something personal.

2.     If the conflict is over business ideas, decisions or actions, it can be managed and resolved by making sure that the parties stick to the issue at all times.

• Parties in conflict should learn to acknowledge and respect different opinions – they are just as valid as theirs
• Reflect on why there is resistance – is it because the issue is really that important and you feel that strongly about it, or you just didn’t like how the other person presented his opinion?
• Agree to disagree, then compromise.  The conflicting parties should decide that the ultimate goal is to solve the problem, rather than “win” the argument.  Compromising on some matters is the only way to come up with an amicable solution agreeable to both parties.
• Set aside judgmental feelings about the other person, be open to other points of views and be willing to listen and understand.
• Call in a mediator – a third party arbitrating and guiding the discussion may help keep the debate within the issue.

3.     If the conflict is because of opposing personalities, it will be difficult to resolve until one party agrees to change his attitude or behavior.

• Parties should accept that different folks have different strokes.
• Realise how affected you are by one person, how much energy you waste just thinking of your disdain, and how you can invest that energy in more important things, or more productive ways.
• Stop ranting about the other person to other people.  If you hold it in and not talk about it, it will start affecting you less, until you’re no longer affected.  Talking about the other person to other people can further aggravate the conflict as it can become a never ending “he said – she said” story.
• You may not like someone for personal reasons but when it comes to work, keep it professional and reasonable.  Respect the other person’s position in the organisation.
• Work towards making the workplace a friendlier environment.

Office conflicts should be managed and controlled at the onset.  Managers should be able to spot a brewing issue, and immediately work on smoothing things out before it escalates into an uncontrollable level.  Activities that foster camaraderie and strengthen relationships between colleagues should be done regularly.  For most employees, liking the people they work with and getting along well with them, is a worthy intangible part of the job.

Finding the time to be coached can be a challenge in its own right. So I’m offering my clients the opportunity to fit their coaching sessions into their tight schedules by providing coaching during their lunch break.

To ensure that the coaching provides you with everything you need in a reduced time slot, the lunch time coaching is provided in person. I’ll come and meet you at your place of work or a nearby restaurant or cafe of your choosing. Of course I can only provide this face to face service in my local area, which is central London.

If this sounds of interest to you then I have one more treat in store for you. The first 5 clients will receive a 50% reduction on their first purchase of coaching sessions, no matter how many you buy.

If you have any questions about how the service works please don’t hesitate to contact me on 0845 388 3218 or use my contact page to send me an email.

Linda Aspey, BACP Coaching Chair “When I first heard of coaching some years ago I was sceptical, equating it with quick fixes, “motivational gurus” and people charging vast sums of money. I had spent years and years training and gaining accreditation in counselling too, so was rather baffled, even annoyed at times.

However I subsequently realised that there are many skilful, ethical and highly trained coaches, (with and without a therapeutic background), who do life enhancing work with clients right across the spectrum – including coaching youngsters to help them to overcome being bullied, coaching ex offenders to develop confidence and avoid reoffending, working with organisations to help them to lead and manage people fairly, effectively and with integrity, and helping “ordinary” people to find and fulfil their potential.  It is these sorts of practitioners (and their clients) for whom the division was formed, at their request. As a membership organisation we have to ensure we are current and relevant to the needs of our members working across a diverse range of modalities, contexts and sectors. And as a currently self regulated organisation, we have to ensure that we define and apply standards to which our members are expected to work. We want to support, inform, guide and assist – it’s that simple” .

http://www.bacpcoaching.co.uk/faq.php

As you settle down, you nervously look around and wait with a mix of fear and optimism, as you wait for the cards that will be dealt on your table.  You start your business, earnest and hopeful – you learn the rules of the game, read your competitions styles and strategies, and do your darnest best to win.

The cards you’re dealt with, how you play them, how you place your bets, and how you adapt to each round spells the outcome.  You either keep playing because you’re raking in all the chips on the table, or you scramble to recover all the ones that you lost on.

As I write this, Kenny Roger’s lyrical advice to The Gambler keep ringing in my ear:

“You got to know when to hold ‘em, know when to fold ‘em
Know when to walk away and know when to run
You never count your money when you’re sittin’ at the table
There’ll be time enough for countin’ when the dealing’s done

Every gambler knows that the secret to survivin’
Is knowin’ what to throw away and knowing what to keep
‘Cause every hand’s a winner and every hand’s a loser
And the best that you can hope for is to die in your sleep”

How then, when you’re quite deep into the game already, will you know when it’s time to stand up and walk away?

Signs when it’s time to fold

• When every round, the dealer keeps asking you if you’re still “in”. When your business lives by the day and day-in-day-out, you’re uncertain as to where your next sale is going to come from.  When each time, you have to crack your head wondering how to make money so you’ll have enough to get through the operating expenses of the day.  Sales are good, but only if you are able to turn it into a sustainable source of business.  Having a consistent and reliable customer base is key to a healthy enterprise.  It’s the only way you can grow the business, and, as in a poker game, join into the next rounds.
• When the people who came to watch you play look forlorn. Poker tournaments allow the family and friends of the poker players to sit on the gallery, an area cordoned off behind the table’s perimeter.  If your audience stopped rooting for you, and no longer cheer you on with encouraging applause, you might as well be playing alone.  How your employees feel, how satisfied and motivated they are, has a tremendous impact on their work’s overall productivity and quality.  When your staff is unhappy and demoralized, they can no longer be effective and you can no longer bank on their support to help you turn your business around.
• When you refuse to stand up even when you need to go to the john. Yes, you’re the one playing, and yes, the cards are in your hand.  When the only way your business can function effectively is when you’re physically present and directing every aspect of it, you’re playing the game with a lousy hand.  A healthy business should have a reliable management component in place to allow you that time and space (read: a life!) outside of what you do.  When you feel like you can never be away or take a vacation because your business is wholly dependent on you and your presence, it means you set it up wrong.
• When your opponent’s chips are stacked higher than yours, and that gulp on your throat is because you know that half of that used to be yours, you are definitely in the losing end.  Think of the chips as your customers, and if you’re losing them faster than you’re gaining them, it won’t be long when you’ll run out of bets.  Out of the game.
• You can’t clearly explain why you sat down and joined the game. When it’s only you who know fully well why you’re in this business, what you want to achieve, and how you planned to get there, you’ll be running an organization with wheel spokes that are not synchronized.  Your team’s pace, rate and even direction may be different, simply because your company’s objectives were not clearly defined.  If this is the case, you’ll need lots of luck getting to where you want to go.
• When you keep buying chips from the cashier to stay in the game. When your game plan is now down to just surviving, and you employ many stop gap measures to stop your financial bleeding, your business is now in a fatal phase.  If you’re spending more time doing damage control (from irate customers, unpaid suppliers or angry partners) than building the business, it may get to a point when efforts to keep the business alive are no longer worthwhile.
• It has turned into a boring game. When your initial excitement and passion is replaced with dread or boredom, and you just go through the motions of playing the game, for the sake of staying…

If you’re no longer “in” the game, either because you can no longer afford it, or your emotional willingness is gone, I suggest you heed Kenny’s words, fold up and walk away.  And cash in the remaining chips in your pocket, if there’s any.  Hopefully, it’s enough to get you through till you’re ready to sit on another table once again.

Source:DreamsTime.com

Unfortunately, this breed of office workers never run out, whatever business we’re into or whatever department we’re involved with.  Here are some lines and moves that may possibly quiet them down or put them in the “right frame” of mind.

Hear no evil, see no evil.

If you see a whiner heading your way, or when in the middle of a professional conversation, you sense that he’s about to start…

• Move: Ignore and walk straight past him.  Appearing that you didn’t see him will give him second thoughts of “accosting” you to listen to his gripes again.
• Line: “Thank you for answering my concern on the Sales Project.  I’m sorry I don’t have time to stay and listen further if what you’re about to discuss is not related to the project.”  This will send a clear message to the whiner that you want to keep all interaction and conversations on a professional level.  You’re a no-nonsense person and discussions in the workplace should always be value adding to whatever projects you’re busy with at the moment.

Help them see the light

Whiners are full of unconstructive thoughts and emotions.  Because of their nature, they zero in on the negative aspects of every situation, or even person.  Sometimes all they need is someone who can point out to them the other side of things – the good and the positive.

• Move: Show the whiner that you are listening attentively and in fact hearing what he’s trying to say.  This conveys a sincere listener whose objective is to understand and if possible, help.
• Line: “I understand what you’re saying, to a certain degree, you are right.  But then again, you may want to consider the possible benefits… This can mean more free time for you, or less stress in terms of work hours…”  Help whiner see the encouraging part of whatever he’s complaining about.  Your thoughts on the matter may help him sift through the negative and somehow realize how it can benefit him.

Stay away

Misery loves company.  Fortunately for you, you are not in a miserable place and therefore, you need not go to that “dark, miserable place” where the whiners are.

• Move: Keep your distance, avoid fraternizing with them.  When they see that you’re not “one of them”, or that “you’ll never understand”, they’ll leave you alone and keep their “dark, miserable” thoughts and emotions to themselves when it’s you who’s in front of them.  They’ll know better than to bring it up with you.
• Line: No words needed.

Sympathize & be that sounding board they need

Sometimes, whiners just need sounding boards so they can get the load of their chests.  If you’re willing to be a rant buddy and the negative vibes don’t affect you, you can win them over and eventually, help them out of their way of thinking.

• Move: Keep things friendly, give him a knowing smile or look, to let him know you understand what’s going on and you feel for him.
• Line: “I hear you, buddy.  Let it out then let go.”

Direct them to the appropriate “complaint” body

Whiners say a lot of things because they’re not the type who will naturally think of the next step, or how to resolve this issue that they’re facing now.  After listening, encourage them to talk to the right person who can help.

• Move: Advise the whiner to stop whining and go directly to the colleague or boss who can out him out of his misery.  It’s either that or he’ll keep complaining until it’s resolved.
• Line: “Look, what you’re saying has merits.  I suggest you talk to your boss and let him know what you’re going through.  No matter how long we discuss this now, the only thing I can do is listen.  It’s your boss who can resolve this matter once and for all.  Go and talk to him.”

When dealing with whiners in the workplace, you have only two choices:  ignore or help.  Whatever you choose, do your best to be mature about the matter and keep your resolve not to be reeled in into their dark and miserable place.  It’s never good to find yourself there.

You’re the department head and under you sense that your group is not in sync and delivering as expected.  Are you dealing with an employee (or employees) who:

• Comes in late on most days
• Whines about every little thing
• Seem to have lost their passion and enthusiasm
• Slows down other employees because of their bad attitude or as an effect of his poor performance
• Acts like he’s indispensible because of his seniority
• Does things only when you ask, never acting proactively or beyond what is asked

If at least one of the above is true for your people, you’re dealing with someone who is no longer motivated to do well – something that you should be taking seriously, immediately.  One unhappy employee in the group is like having a bad apple in the basket – spoiling the whole bunch is not a far-fetched possibility.  Managing a dissatisfied member can be very tricky, which is why it’s best to arrest the situation early on, before it gets out of hand.

Source: DreamsTime.com

How can a manager breathe new life into employees who are no longer into the job?

1.  First thing to do is get into the root of the matter. Talk to your employee and find out exactly where the problem lies.  Dissatisfaction can come from many factors and reasons – pay grade, work load, colleagues, work expectations, domestic situations, etc.  You can address the situation better when you know the root of the problem.  Once identified, you’ll know how to better help your employee.

2.  Keep your ear on the floor. It pays to listen in on the grapevine for signs of discontent among your employees.  Observe your employees’ attitudes and pay attention to disgruntled comments or complaints.  This does not mean you have to give weight to each and every complaint that comes your way.  If there is a serious problem that needs to be addressed, the employees’ grapevine may know about it long before you do.

3.  Have a good heart-to-heart with your employee. Set a talk with the employee concerned in your office at the last business hour.  Setting it close to “going home” time will keep your discussion straight to the point and free of unnecessary gossip or unhelpful insights.  Talking at the end of the day will also allow the employee to go home and reflect on your one-on-one through the night.

4.  Listen to what your employee has to say. Your employee’s problem may be on your management style and how your method is rubbing him the wrong way.  Pay attention and consider that what he’s saying may be a learning point for you as well, a chance to improve yourself and how you handle people.  Try to see how you can resolve the issue in a way that you can both continue to work together professionally.

5.  Keep your marbles. An unhappy employee may become emotional or riled up once you get him talking about his issues.  Don’t aggravate the situation with your equally emotional reaction.  If he starts shouting and is provoking a fight, wait until he’s done and calmly say that you didn’t call him in to argue.  Give him a day or two to cool down and come back to you when he’s ready to talk rationally.

Most factors of employee dissatisfaction are rooted in the work environment – the boss, his colleagues, or the job per se.  Abraham Maslow’s Hierarchy of Needs directly correlates satisfaction with motivation.  As the superior, you should be able to identify what it is exactly that your employee is dissatisfied about.  What is making him unhappy, and what can possibly change this current state of his.

How then can you motivate someone whose heart is no longer into the job?

1.  Let him know he’s valued.  A pat on the back or a compliment about a job well done goes a long way in boosting employee pride and morale.  For the employee, a grateful and appreciative boss makes his hard work worth his time and effort.

2.  Recognize employee efforts publicly.  Public recognition through a simple citation or email announcement does a lot of wonders for an employee who worked hard and delivered results.  A public acknowledgement, even without material compensation, can keep your employee enthusiastic.

3.  Let your employee shine.  Give the people under you opportunities to showcase themselves and their strengths.  Moments that allow employees to demonstrate what they can do can give them that sense of satisfaction that they crave.

4.  Let them know you care.  Working for a boss who takes the effort to know what’s going on in his employee’s “world” creates an intangible superior-employee bond.  An employee will happily do anything, or go the extra mile, for the boss he considers to be a good person, or at best, a friend.

Half-hearted employees are in that state because they are no longer motivated.  They are unhappy or dissatisfied.  Quickly find out why and what, and work on resolving the matter.  Find ways to renew his enthusiasm and re-ignite his passion. Doing so may prevent the possible loss of an excellent employee who makes definite contributions to your organization.