Last month, I discussed the importance of creating an employee experience that is inspiring. We want people to have an emotional connection to the company they work for. A connection with both their mind and their heart. If we can achieve that, we will entice talent to join and to stay, because they are in a
Coaching
The career sweet-spot
So we’ve discovered that employees don’t care about HR processes – they care about their own careers and how those processes help or hinder them. They want to find their own career sweet-spot. Where is the career sweet-spot? That career sweet-spot (according to Bullshitelemination) is at the intersection of what they love doing, what they are
Right people, right place, right time – the employee’s perspective
“Engaged employees plan to stay for what they give; the Disengaged stay for what they get.” [Source: Blessing White Employee Engagement Report 2011] HR’s role is to make sure that the right people are in the right place, at the right time. And in those “right” places, employers have wanted to get more from their
Wilful blindness
Margaret Heffernan’s book Wilful Blindness has got me thinking about the systems we live and work in; and how we often go with the crowd, rather than following our own path. She quotes multiple examples of big organisations making huge problems for themselves, by ignoring the signs that something is not right. The banking crisis
Coaching side by side
I tried something new last week. Given all that I had written here about the positives of the lack of eye contact in virtual and walking coaching, I made an in-the-moment decision to stand next to my coachee when we were face to face. So once again, no eye contact. The results were amazing. Jane,
You don’t have to be a top executive to have a coach
Mike Saporito is our guest blogger today. He focuses on the forces leading to the inevitability of the digital coach within the enterprise. I have to admit I was sceptical – how could technology replace the human touch needed in coaching? But Mike’s product is similar to the 30 Day Challenge that I spear-headed through
Transition Coaching webinar
Coaching is all about change. Doing things differently. Being different. Taking on new things. Breaking old habits. And for every change to be successful, there needs to be a transition. The psychological shift if you like. The mind-set, attitudes, values – all of these need to alter before the change can be sustainable. Each transition
Technology to support the coaching culture
Technology is an enabler. It enables you to be more effective and efficient; and to make informed decisions. Your coaching strategy will lead you to the kind of technology you need to underpin it. You can see the full blueprint for Creating a Coaching Culture here. Working through the coaching strategy blueprint, you might use technology
Coaching Culture: Internal Coaches
Why create an internal coaching function? If, like many organisations, yours does not have a strategy for coaching – or a function to manage whatever coaching is happening – it can cost the organisation not only money, but lots of opportunity costs too: not aligning to the business strategy not gaining economies of scale not measuring
Coaching Culture: Coach matching
Today’s post is from guest blogger, Stan Woster, of Coachmatch. As the name suggests, this is a company that matches coaches to clients. So I asked Stan to give us his top tips for matching. Stan writes: As Head of Client Services at Coachmatch, I hold responsibility for the delivery of our Coaching services into
Coaching Culture: Harvesting the Learning
In order to make sure that an organisation gets added value from coaching, consider how you are “harvesting the learning” at a thematic level from all of the coaching that is going on. Often, coachees bring similar issues to coaching, and sometimes they are issues that could be better addressed at the systemic level, rather than
Coaching culture: coaching supervision
Why coaching supervision? “The purpose of supervision is learning that leads to the continuous development of the conscious competence of the supervisee and the supervisor and to a higher level of practice. At its core, supervision implies an accountability to learning – that of the supervisor and supervisee – that may extend to that of
Coaching culture: roles
If you like to see the big picture of how this series fits together, take a look at this blueprint for Creating a Coaching Culture. I’ll continue to write posts that fill in the boxes. Today’s post gives us an insight into the roles needed to support the creation of a coaching culture. First and
Coaching culture: where can coaching add value?
So far, in our series about creating a coaching culture in an organisation, we’ve looked at what is the problem you are trying to solve?, experiencing coaching, integrating coaching into every process and how will we know it’s been successful?. What else do we need to think about when creating a coaching culture? You know from the above what
Coaching Culture: how will we know it’s successful?
Evaluation of your coaching culture starts at the end result – with the performance outcomes for the business. But that doesn’t mean that you should wait to come up with an evaluation strategy until the work has started or even ended, because you might end up doing the wrong work that doesn’t lead to the measures of success
Coaching culture: integrate into every process
You can train people how to coach, but if they don’t see a connection with the way that your company’s processes are carried out, they are not particularly likely to put their new-found skills into practice. For example, what is the philosophy of your performance management process? Does it reflect more of a command and
