The Coaching Manager Tweddle Group

Most people can agree that authenticity is of great value. We'd rather be - or follow - a leader who is for real than one who is faking it. Acting in a way that feels truthful, candid, and connected to who you really are is important, and is a leadership quality worth aspiring to.

May be a good video for our group to watch.

Perhaps this book is one for the book club: However, as described by Daniel Goleman, Richard Boyatzis, and Annie McKee in Primal Leadership: Learning to Lead with Emotional Intelligence, the effects on executive effectiveness are just as profound.

That sounds good!

Ten management traps and how to avoid them.

Pierce attributes that to "the emotional intelligence of people and the capacity to change" developed in PEP. But don't take his word for it. The data-obsessed Pierce commissioned a third path impact report on PEP. It came in glowing: 10-20% increase in employee satisfaction, 50% increase in employee collaboration, conflict management, and communication; 12% increase in customer satisfaction; and nearly three times the normal business impact.

Most of our team members want to be known by us. They want to know that they matter and that we care. As coaching leaders, we are looking for ways to inspire those we lead so that they can accomplish greater things and grow more than they could if they were not being coached. To accomplish this, we must work to find out what personal and professional goals our teammates have, what motivates them, what hurdles get in their way, what fears hold them back, or what bad habits derail them. We must really get to know them before we work on action plans, skills, knowledge and process if we want to have the highest probability of helping them to grow and perform at higher levels over the long haul. How well do you know those you are responsible for developing?

In the corporate milieu, we can leverage these findings to encourage strong showings among our employees. Our experience suggests that as a manager/coach, you can help your employees live up to their promise by adapting the five Olympic coaching principles in the following ways:

Making the move from coworker to department manager was a tricky transition because, as the new manager, Margo was responsible for the productivity and results of her department. Oftentimes, former coworkers, either because of jealousy or out of habit, didn't want to treat her as the boss - they wanted to continue treating her as one of the peer group. Here are 7 tips for making the transition easier:

Five Things Most Leaders Are In Denial About:

* What their employees know

* What their employees want

* Their control over their department

* The degree to which their employees trust and respect them

* Their own feelings of fear and powerlessness

For fun, try this. Close your eyes for a moment, and imagine yourself taking the point of view of one of your employees. Once you reach that point, ask yourself: "As an employee, what do I want?" Then take the time to ask yourself: "As an employee, what do I fear?"

Your excuses are myriad. It's faster if I do it myself. I have a particular way I want things done. It's cheaper than paying someone to do it for me even if the results aren't the same. Whatever your reason, you're  stubbornly loathe to delegate even the most basic or the most time-consuming of undertakings. If you're a dyed-in-the-wool control freak, you may be reluctant to confront the true costs of refusing to delegate, but rest assured they exist. If you're hoarding responsibilities like a secret cache of white truffles, the person you're really hurting is yourself.

If you're going to be a successful leader, you are going to have to learn how to ask good questions. Here are seven tips for taking this skill to the next level.

Your goal is to show your "commitment to helping your colleague develop and grow," but also to "step back, remember the organizational mandate, and think about how best you can work side-by-side with this person to get things done." Here are some tips to get the most out of these meetings.

"Precious moment of connection" is so true! And of course, always remember a sincere 'Thank You'.

Present over Perfect is full of thoughtful insights and beautiful writing. I want to highlight three practices from the book that can help leaders like us avoid the trap of perfectionism and stay engaged in the present.

"Listening" to our own well-being, and paying close attention to our important relationships and reset buttons - very critical to our quality of life! We only get 1 chance, after all.