I look at everything through an “experience” lens. Customer experience, employee experience, coachee experience. I’ve recently turned my thoughts to the leader experience. What makes work a great experience for leaders? They are employees of course, so the employee experience relates just as much to them as it does to anyone else at any
Transition
Manage your Priorities and their Expectations: Just Say No
Today’s post, “Just Say No,” comes from my dear friend and brilliant coach/coach supervisor, Diane Clutterbuck. Diane writes: Meet Tom, a senior manager in the Health Service who I have been coaching through a period of transition. In a new role where he still carries much of his former responsibilities, plus new ones, Tom is
Action Learning in Action
Action Learning achieves multiple outcomes – people get a chance to think about and move forward with their own issue; they learn from other people’s issues that are often similar to those they are facing themselves; they learn how to coach others; and they build a trusted network across department or organisational boundaries. It’s individualised development that meets
Coaching to Support the Employee Experience
We’ve concluded our series about how coaching can (and should?) support the employee experience. For those of you who wish to catch up on posts that you have missed, or if you like to have everything all in one place like I do, here is the full catalogue. The key messages about coaching to support the
How to tell that you are ready for a change?
“Where in your life and work are you experiencing something that is dying? Where do you see something beginning or wanting to be born?” These are questions posed by Otto Scharmer in his book Leading from the Emerging Future, and are similar to the questions that William Bridges asks in his book Transitions. The answers
Transitions – transformational vs transactional
I’ve noticed something about transition coaching (especially outplacement coaching). Some outplacement companies support their clients through the transactional side of finding a new job. Things like writing their CV, applying for roles, composing a cover letter, interview skills. That’s good – as far as it goes. But there is something missing from that equation. Change provides
The employee experience: Coaching to join an organisation
Let’s turn our attention to coaching to join an organisation. In our series on coaching to support the employee experience, we’ve looked at: Joining or re-joining the workforce A change in role Changing role Leaving an organisation through choice, or through redundancy And only now do we come to joining an organisation. Does it seem
Endings and Beginnings
Endings and Beginnings I am fascinated by making good endings in order to make great new beginnings whenever we go through some kind of change. Well in the past couple of months, I’ve been pondering the ultimate ending – the end of life. It’s not a topic we talk about much, but it feels really important to
Coaching to leave an organisation – redundancy
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
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 to support the employee experience: the organisational lens
We’ve looked at how a coachee might decide whether to ask for coaching from their manager, from an internal coach, or from an external coach, depending on how transparent they feel they can be; we’ve also looked at how a manager-as-coach, internal or external coach might decide whether they can provide the service to the coachee.
Coaching roles to support the employee experience: the coach’s lens
Last week, we looked at the coachee making a choice about whether they could be totally transparent with the different coaching roles played by their manager, an internal coach or an external coach. But what about those people’s perspectives about whether they feel that they can give the best support and challenge they can? Coaching
