Tag Archives: Coaching out Conflict

7 tips that will help your BOSS to empower YOU.

Empowerment
Trust enables Empowerment
Managers have a key role to play in becoming empowered.

The day to day interference of a boss who believes they know exactly what and how everything should be done is a huge cause of management stress and underperformance.

Most manager frustrations revolve around empowerment. Managers make comments like  “We’re not trusted” “We are not allowed to act without instruction, “We have no authority” “We have no input to strategy”

When I ask what they have done to take the power off the boss I get blank looks and one common response.

We’re just managers, its for them to empower us!

I have news for those that believe it is for the Boss to empower them.

No Leader will empower those they do not trust. Power (responsibility) is taken by showing you are worthy.

Empowerment is in your own hands. You have to take it by demonstrating you can be trusted.

Even if the boss wants to empower you they need your help!

7 tips on how you can help YOUR BOSS to empower you.

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Even Winners have a Coach

Coaching development training words tag cloud video illustration
What do Michael Jordon, Muhammad Ali, and Roger Federer have in common?

All were arguably the best performers in their chosen sport. All were 100% focused on their goals. And ALL had Professional Coaches.

Their Coach would be listening to what was said about the latest performance, and suggesting changes. The recipient would listen, question, trial the changes in training sometimes adding their own contextual adjustments. The net result would be a better performance.

I have been informally coaching executives for over 30 years, and before getting into any detail I always ask, why they want to be coached:

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Five Lessons on How To Treat People

Five Lessons About How To Treat People

I found this on the web there was no author and added some images.

In a training session on “behavioural centred Leadership” I asked the group what they said when in the evening their partner asked “how was your day” they agreed that more often than not there were two key responses. “Meh”, or “my manger is a complete ……” When I asked “Is your manager incompetent” the unanimous answer was “No, just a poor manager” We went on to discuss how behaviour is at the hart of many of managements problems.

This article shows us that when our behaviour is poor we do not get the results we desire and when our behaviour is good we are sometimes pleasantly surprised

1. First Important Lesson – “Know The Cleaning Lady”

 

Cleaner

During my second month of college, our professor gave us a pop quiz. I was a conscientious student and had breezed through the questions, until I read the last one: “What is the first name of the woman who cleans the school?”

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The Art of Giving Feedback

Some principles for Giving feedback

 

Change
The emotional journey of change

Giving feedback can have both positive and negative results. Here are my thoughts on how to make sure the result is more likely to be positive.

Checklist before proceeding

▪   Be Honest, with care.

▪   Be Specific, concise.

▪   Give examples, especially if the feedback is likely to surprise to the other person.

▪    Focus on things people can change:

▪   Relate to actual behaviour, not personality

▪   Constructive, actionable — make suggestions and offer alternatives — avoid giving       “the answer”

▪   Feedback should be based on observations, not inferences or assumptions.

▪   Don’t make value judgments.  Don’t evaluate.  “You shouldn’t have done that” could encourage defensiveness.

▪   Not too much, balanced, be positive first.  Two or three positive comments and one thing to change is a good balance.  Be genuine, don’t make things up.

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Win with every Error!

Win

This article was written for the Institute of Directors way back in July 1991. And still holds true today.
It’s not what you think, it’s the way that you think it

As someone who” left” school at 15, it is understandable that my memories of school life are not rosy.  As someone who was probably below the academic norm, it is perhaps not surprising that I might be ignored by teachers who, based in Liverpool and with 41 other kids to deal with, had other problems.

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