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Do You Have Quality Conversations with Your Staff?

During my time at one public service organisation in Singapore, I recognised one day that I had a problem calling my staff by their name. Even worse, I did not know anything about my more junior level officers. Of course, I met my managers and deputies quite often. But, some of the executives I did not have any chance to engage in a chat with.

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Don’t Procrastinate Feedback

By using the SBI technique, the feedback is rather focusing on facts – neither on person nor on assumptions. This helps to make it less threatening and easier to digest. It goes like that: Specify the Situation, describe the Behaviour, state the Impact of the Behaviour. See some examples here…

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Recognising The Coach-able Moment

In a coaching or mentoring relationship, finding the right moment for performing the coaching is critical. Often, coaching attempts go wrong because the moment is just not right. But, how do you know whether it is a good time for coaching? Just ask yourself whether you have the right essentials for coaching someone.

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Revisiting Management by Walking About (MBWA)

Some twenty years ago, just after I was hired by General Electric Capital and tasked to implement something as strange to a bank as continuous improvement in their newly acquired, yet dusty German banking environment, life was not walk in the park anymore. Gaining the skills for the new job with the help of the outstanding GE Capital people development engine was challenging but rewarding. But I never learned about Management by Walking About (MBWA).

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Banking – A Productivity Gold Mine

When I joined General Electric Capital many years ago, I asked them why they would hire an engineer with no prior banking knowledge. The answer was quite a pleasant surprise: “We have enough people who understand banking. Unfortunately, we do not have those with a process mind-set.”

Now I know, banking is a productivity gold mine.

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No One Makes Mistakes on Purpose

“Bob is not doing his job. Always mistakes. What should I do with him?”
“Mary has messed up our relationship with a key client. I had to step in to save the day.”

Having done a multitude of projects in all kinds of private and public organisations, we have frequently encountered these and other remarks by managers about their staff.

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Being a Mentor – How Not to Disserve Your Mentee

When you agree to mentor another person, you offer to help someone in his/her development in the organisation. By mentoring, you have no agenda of your own and thus you are able to create a safe arena within which to develop a trusting relationship.

Mentoring is not always easy and as natural as we expect. Here are some tips on how not to disserve your mentee.

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Management by Walking About

“People leave bad managers, not companies …,” is one of the results of a famous Gallup survey at corporations in the US. This does not mean we have “bad” people as managers. It rather means that not every high-performing employee is really suitable for a managerial position. Other surveys have shown that less than 30% of high performers have the ability to do well as supervisor.

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