Many managers fail to coach their people, preferring to fix problems and provide solutions. They don’t take the time to have coaching conversations in which
It’s not always that managers don’t know how to coach; it’s that coaching conversations with employees often turn into project task updates instead of furthering
Let me ask you this: as a manager, are you having coaching conversations with your people? In spite of wide-spread coach training, most of the
I’ve been writing about why more managers don’t use coaching skills to guide and develop their people. When managers don’t have a clear framework for
I’ve been writing about why more managers don’t use coaching skills to guide and develop their people. Some managers don’t have clear framework for initiating
Even though most managers get trained in coaching skills, the majority aren’t having coaching conversations that expand awareness, thinking and capability in the people they
In spite of training on coaching skills for managers, not many are actually initiating coaching conversations with people. There are some misconceptions and barriers that
I’ve been thinking about why more managers don’t use coaching skills to grow their people. While most have had coach training, I’ve observed that coaching
Business is an active, demanding endeavor. Only those who consistently apply themselves succeed. Organizations that thrive require leaders who actively dream, plan, engage, solve, pursue,
Surveys and studies indicate global job dissatisfaction is at a two-decade high. Disengaged employees account for nearly 70 percent of the workforce, which significantly affects
Most employees favor consensus-run organizations where leaders manage democratically through inclusion and feedback. Consensus-style leadership is a refreshing alternative to tyrannical leadership, but democracy, taken
Sudden information is generally incomplete, incorporating whatever is available at the moment. By contrast, leaders sift through information, take time to gather data, and draw
