Last week, we teed up the idea of coaching to help employees who are leaving an organisation, through their own choice. Let’s now look at coaching to support people at a time of redundancy of role (I think that is a peculiarly UK phrase, which in other countries may be called being let go. This
For leaders
The employee experience: coaching to support leaving an organisation
We’ve almost come to the last chapter, with our employee experience journey, where we started with the employee joining the workforce and now we are looking at coaching to support leaving the organisation – or even leaving the workforce through retirement. If you are just joining our journey now, you might want to catch up on what
The Employee Experience: Coaching to Change Role
Coaching to change role can help you in multiple forms of changing role: Sideways move to a similar role in a different function Individual Contributor to first time manager Managing others to managing a function Managing a function to managing a business Coaching can help at different stages of the decision-making journey. For example, you
Coaching the Employee Experience: Change in Role
In this series, we’re looking at how to use coaching to support a phenomenal employee experience during the transitions that employees encounter in their careers. Coaching isn’t the only intervention of course, but it can help the employee to work with the psychological impact of change – what are they leaving behind, what are they
The employee experience: re-joining the workforce
In this series, we’re looking at how to use coaching to support a phenomenal employee experience during the transitions that employees encounter in their careers. Coaching isn’t the only intervention of course, but it can help the employee to work with the psychological impact of change – what are they leaving behind, what are they
The employee experience: joining the workforce
In this series, we’re looking at how to use coaching to support a phenomenal employee experience during the transitions that employees encounter in their careers. Coaching isn’t the only intervention of course, but it can help the employee to work with the psychological impact of change – what are they leaving behind, what are they
Coaching roles to support the employee experience: the coachee’s lens
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
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
Building Bridges: How to leave and join organisations well
If you missed the recent webinar about transitioning from one organisation to another, or one internal role to another, here is the recording. Transitions are hard on everyone. Transitioning into a new organisation can be especially challenging; you want to bring the best of who you are into this new context. Yet, you have all
Coaching People Through Transitions
So how do we summarise this series on coaching people through transitions? Would it be useful to you to have a handout of the kinds of questions you might ask yourself or others as you/they pass through the different phases of transition? If so, here it is: Coaching People through Transitions Questions Don’t be overwhelmed
Coaching People through Beginnings
We’ve looked at Coaching People through Homeostasis, Coaching People Through Endings and Coaching People Through the Neutral Zone. Only now are we ready to coach people through beginnings. A beginning does not necessarily happen at the start of something new. That might sound odd, but remember that we are talking about the inner workings of the
Coaching People through the Neutral Zone
Having looked at homeostasis and endings, it’s time to move into that uncomfortable neutral zone, where you are neither here nor there. Generally, people want to get out of the neutral zone as quickly as possible, but this is a time for reflection – almost like a sabbatical – to let things figure themselves out.
