The Coaching Manager Tweddle Group

How do you coach an employee who seems beyond help? Maybe the person is arrogant, is tactlessly blunt, or lacks empathy. Sometimes you actually can't help them - but it may be that their behavior is misunderstood or misdiagnosed. To make sure you have an accurate view of the person, check your assumptions and judgments. Look beyond the obvious symptoms and think about what might underlie their destructive behavior. Observe patterns and notice when there are breaks in those patterns; these deviations can provide important clues.

I think the "Imposter Syndrome" is more common than we realize.

Part of what makes it work is that when we get behind the façades that we habitually put up, we begin to understand others better-their motivations, values, and beliefs. As we better understand what is going on inside of us, we will better understand what is going on inside of others and take their comments and behaviors less personally. We will begin to understand their points of view more completely. It generates respect and a willingness to share points of view that can strengthen the group as a whole.

Many of us know the benefits of delegation: It helps teams share the workload so that managers focus on the work only they can do. But in reality, you (like most managers) probably hoard tasks and become a bottleneck. To fix that, start with baby steps. Ask yourself regularly, even daily: "What can I, and only I, do?" If a certain task could be done by someone else, maybe it should be. Try to delegate small tasks that add up to something bigger, or projects that are relatively simple. Also consider time-sensitive work that competes with your other priorities. If you're still struggling to delegate, try this: For two weeks, make a list of tasks that you might delegate, writing them down as you think of them. This exercise will get you one step closer to handing off the work you need to.

When we listen with all of ourselves, we engage our ears, eyes, mind, heart and body to actively listen to the client.  We have a greater possibility of hearing the depth, meaning and possible future of the client's present experience. Effective listening is freeing, spontaneous, intuitive and open to provide the space for the client to develop their gifts and strengths.

Empathy and compassion are the products of listening with the "heart." This form of listening is non-judgemental, present and powerful.

One second can be the difference between achieving desired results or not. One second is all it takes to become less reactive and more in tune with the moment. In that one second lies the opportunity to improve the way you decide and direct, the way you engage and lead. That's an enormous advantage for leaders in fast-paced, high-pressure jobs.

Here are five easily implemented tips to help you become more mindful:

Put it on your calendar. Schedule a check-in with yourself every two weeks to assess how well you're doing with the previous four tips, or as a reminder to revisit this article to refresh your memory. Consider engaging one of your peers to do the same thing. This gives you a chance to assess each other, which can be both helpful and motivating.

Some self-promotion for Jhana in this article, but good insight too.

The ability to manage people is the foundation of organizational success. Test your management skills by taking quiz.

The study is called "The Skills Workers Say Management Needs To Improve Most," from Robert Half. 1,000 workers (non-managers) were simply asked the question: "Which skill do you think your manager needs to improve most?" The results:

Communication/diplomacy - 30%

Technical expertise - 18%

Leadership - 17%

Strategic thinking - 14%

Project management - 8%

Other - 14%.

As a leader, everything you do is contagious. If you are discouraged, pessimistic, or lacking in energy, people will feel it. The organization will reflect it. It will spread faster than an oil spill in the Gulf of Mexico.

Becoming a more likeable leader is completely under your control, and it's a matter of emotional intelligence (EQ). Unlike innate, fixed characteristics, such as your intelligence (IQ), EQ is a flexible skill that you can improve with effort.

A new series of studies from researchers at Michigan State University indicate bosses who were supportive and set clear expectations can effectively motivate their employees, even if they weren't described as "transformational leaders" or having "grand visions."

"The very best leaders are always able to inspire their employees to remain loyal, hard working, and enthusiastic."

"Leadership is about growth - for yourself, your relationships, your productivity, and your people. To lead well, you must embrace your need for continual improvement"

This is why coaching is sooo important.

When managers focus on strengths, it gives people an opportunity to do what they do best every day. Gallup's research shows that when people use their strengths they perform better at work, have more energy, are more likely to achieve their goals, have more confidence, have higher engagement levels and are more effective at developing themselves and growing as individuals.

If your team is constantly bringing issues to you rather than addressing them on their own, you aren't doing your job as a manager. So only let problems get escalated to you thoughtfully and occasionally. To make sure you're not stepping in when you shouldn't, ask yourself several questions.