The Coaching Manager Tweddle Group

Excellent questions!

What many industry leaders have caught on to is that our demanding business world still needs managers, but in a role being reshaped by new workplace trends. To stay on top, companies must reassess the responsibilities of their managers and train them to effectively manage the modern workforce.

Confirmation that companies are on the right track in demanding frequent coaching sessions comes from Google's "Project Oxygen," the company's rigorous, data-based analysis of what makes great managers. Technical expertise made a difference, but only a small one. The single most important differentiator between good and great managers? "Be a good coach."

As a leadership style, what coaching brings is a commitment to unlocking people's potential , focusing on the stuff that matters, empowering people, and helping them take responsibility.

This is a powerful passage: "The second thing we do is help people realize how lousy most of their advice is. With brain scanning, you can actually see what happens in people's brains when you offer up advice. Basically nothing. When you ask a great question, you can hear the new neurological links being made."

Coaching is about working with people to show them new possibilities and assist them in taking actions previously not obvious to them. Coaching is the capability to alter or shift the structures of interpretation, the context, the ground of being within which people normally operate. It is the means by which people development becomes a process of continuous learning integrated with people's daily work lives.   In this sense, introducing coaching competencies into an organization is a very powerful strategy for modifying or creating a culture which is more adaptable to change and growth.

The benefit of one-to-one meetings between a manager and employee can't be overstated. This is valuable, uninterrupted time to listen to what employees have to say, discuss and stay focused on the big picture strategy, address issues, keep an employee engaged and strengthen the relationship-to name a few compelling benefits.

"Stop pushing yourself," your angry four-inch tall shoulder-Devil whispers in your ear. "Let's blow off the day and hang on the couch. You'll never amount to much anyway." We all have that inner voice - the negative one that whispers fear, guilt, and laziness into our ears.

Overcoming your critics is really really tough. But increasing self esteem and diminishing the negatively can have positive impact on the this. We all have the inner conscience and listening and understanding this requires lot of self control. https://is.gd/mXPDfA

More-progressive organizations are leaning into this trend. Great managers think of their roles as developing people first, and that corporate objectives are achieved through this development, not by resisting it. I'm always astonished when I hear managers say, "I simply don't have time to develop my team." What do they think their job is?

In my work as a performance strategist, I have found that at the core there are five principles that guide great performance in an individual: Mindset, perceived impact, challenge, effort, and enjoyment. These five principles are a distillation of all the latest psychological and social science research on what creates peak performance. Each of these principles get to the core of what creates real, honest and exceptional performance. These core principles are often not considered in the traditional performance review process.

The 3 coaching "in-the-moment" questions: 1. What went well? 2. What didn't go as well as expected? 3. If you had a do-over - what would you do differently?

What is empathy? It is a deep emotional intelligence that is closely connected to cultural competence. Empathy enables those who possess it to see the world through others' eyes and understand their unique perspectives.

Brad came back from his time off with a list of twenty key habits that have the power to transform and elevate our leadership. Here are just three that have been especially powerful for me.

Curiosity = Creativity = Innovation. Great article!

The examples provided by Sue's boss mainly fell into the first two categories of emotional intelligence: self-awareness and self-regulation. In talking through the examples from her manager, Sue admitted that she wasn't always aware of how her behavior at work was impacting others. So we decided to focus on techniques that would help her better regulate her behavior and identify her emotions.

In the most compelling and comprehensive synthesis of independent scientific studies about managerial competence, Tim Judge reports that effective managers tend to be highly adjusted, sociable, friendly, flexible, and prudent.

This scenario is all too common when an individual is asked to make the leap from expert to manager. It's especially common when someone is asked to lead a team of their recent peers. But jumping into the weeds and trying to do everything, even if it works initially, is not a sustainable strategy. Ultimately a manager needs to focus on becoming a successful teacher and mentor in order to help their people develop and grow, and to increase the overall capacity of the team.

Coaching says "yes" to who we are and what we have to bring, and creates the conditions that activate Self 2. Coaches are powerful agents of change specifically because they deconstruct three limiting social myths, operate out of three profound values, and ask perspective-changing questions from three important angles.

But one thing that stands out about The Intern is how Ben's ability to mentor affects everyone in the office. As I watched, I counted ten traits of highly effective mentors demonstrated by Ben toward Jules and the rest of the team:

Really great article!