Though, on the other hand, there is something that does make me feel rather uncomfortable about it. This is because I wonder where the motivation lies in such slogans and why a new year is required in order to stimulate some positive changes! Worst of all, like a lot of my gym-routines, my 'new year, new me' mantra tends to fade away after a week or two when reality hits.
So this year I am scrapping the 'new year, new me' mantra and instead will focus on the following 5 promises to myself to guide me with this process, and I hope you find them helpful too!
Do you have any techniques that you are happy to share? What promises are you making to yourself? Feel free to share in the comments and let me know!
As a manager of a team you have heard all about coaching. Perhaps you even googled the word and found out it's probably about motivating and engaging your team members. But why should you bother learning more about coaching and how it works? So let's cut to the chase. As a manager you might be wondering... how can developing my coaching skills support my team and I?
There's many answers to this question and why you, as a manager, should be interested. That said, here's my 5 top reasons why:
So there you have it in 5 clear reasons why you should think about investing in your own development as a manager. But do not just rely on your google searches to develop yourself.
At Smarter Learning we offer a specific Coaching for Managers Training Course that can help. You can find details about it here. Alternatively you can experience coaching yourself and take one of our 1-1 coaching programmes.
Whenever I ask this question to executives, early on in a coaching programme, a lot of them respond by acting baffled, confused and even disconcerted.
I can see them think and ask themselves... "Why is he asking me questions about life outside of work?" Sometimes, I have even got the "I thought you were going to ask questions about my job?" as a response in return.
From my experience as an executive coach working with organisations it is surprising how many individuals still do not see the importance of integrating work and personal objectives in a coaching journey. Of course, sometimes there is no synergy between the two and the sessions then naturally focus on specific work challenges, however I believe this is rare. In addition, and more importantly, coaching that only examines just one perspective of an individual's current experience is limited and more often results in transactional, rather than transformational goals.
This week I read a piece of research that shocked me. Amongst other things, the researcher explored how feedback could hinder a person's development. Their results showed that employees that did not receive feedback on their performance showed greater career development. But how could this be? This is a serious issue and it is one that organisations should seek to tackle head-on.
The rationale behind this bold claim (according to this researcher) was that employees associate feedback with criticism and not being 'good enough' in the eyes of their manager. Therefore employees are not receptive to feedback and some view it as a telling off. Sounds familiar?
So, how do you identify if your managers are effective in developing your people? Here's my thoughts:
Joseph Grech, Chartered FCIPD and ICF-accredited coach is the founder of Smarter Learning Ltd. and an experienced L&D professional.