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Leadership, Staff Development

Don’t Procrastinate Feedback

During a leadership development workshop for senior officers, a CEO shared that he had initiated a feedback dialogue with his staff by applying the technique taught the day before. He told us that he had postponed and avoided giving feedback for this staff for many weeks, even though he sensed that his colleague was expecting to hear from him. The staff cried during the feedback session – not because he got scolded by his boss – because he was moved by his boss’ initiative and words.

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Leadership, OD, Staff Development

Is Group Coaching Possible?

Coaching is about believing in someone and then taking action to help that person to be his or her very best.

Some months ago, the managing director of an MNC approached me to develop a team of four operations managers with some people and management skills. Three of them were promoted recently but have not had any formal leadership training. This is not unusual as we see this happen over and over again. He also shared that he would like me to conduct a one-on-one coaching for one of his managers. He wanted me to develop her leadership skills and especially her openness to change.

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Competency, Enablers, Staff Development

Manager as Coach

Coaching is a powerful style of leadership for developing people and enhancing business performance. Especially, with the rapid changes at workplaces, keeping employees’ committed and motivated during tough economic times seems like a tall task, especially after downsizing or programme cutbacks. Hence, it is evident that the very survival and success of any organisation depends on the human capital: people are highly knowledgeable, versatile, innovative and mobile. And, their skills and talents are the currency of competitiveness, and companies who hope to retain their services need to recognise that these individuals expect greater personal choice, autonomy and an active voice in the management of their workplace. A good coach knows that.

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BPR, Competency, Innovation, Leadership, Staff Development

Cultivating an Improvement and Innovation Mindset

Working with management teams of our clients often takes them away from their business for a few days. They frequently get in touch with their teams at home. Sometimes I involuntarily eavesdrop their part of the conversation. “How is it going? Is everything ok?” are common questions they ask their teams. When they get some kind of “yes” they seem satisfied.

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Leadership, OD, Staff Development

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 you are at a coachable-moment? Just ask yourself whether you have the right essentials for coaching someone: A sincere intention, a good relationship and suitable words.

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Leadership, OD, Staff Development

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.

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Career Development, Enablers, Staff Development

Take Care of Your Talent – Or Someone Else Will

Recently, I had coffee with Edward, an old friend – or better: one of my mentors. He is approaching seventy and yet is in the pink of health. So I asked whether he plays golf 24/7. His response came a bit as a surprise.

“My company still needs me – so I am re-employed. Full time. This means there is not much time for golf,” he said with a sour smile.

I know he loves his job and it certainly tickles his ego knowing that he is still needed. But, I would have expected him to slow down a bit and enjoy what he has been working for all those years.

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Career Development, Enablers, Leadership, OD, Staff Development

Difficult Conversations – Keeping Mentoring Relationships on Track

The Quality of a Relationship relies on the Quality of the Conversation.

At some point in a mentoring relationship, the need for a difficult conversation will arise. Whereas every conflict is different, and there is no one-size-fits-all advice, there tend to be patterns to what goes wrong, and what helps. Every difficult conversation has three different dialogues that occur simultaneously. The What-Happened dialogue, the Feelings dialogue and the Identity dialogue. As you prepare for a meeting with your mentor/mentee, consider asking yourself some simple questions in order to navigate through these three dialogues.

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