Coaching: Bringing Out the Best in Others

Today organizations are working with smaller budgets and fewer people. At the same time, customer expectations are increasing. In this environment, making the best use of all employees’ skills, knowledge, and abilities is more critical than ever before.

To meet this challenge, organizations are redefining and expanding the role coaching plays in meeting organizational goals. Coaching is no longer a ritual that only managers carry out during scheduled performance reviews. Instead, it is seen as a way for everyone in the workplace to work with, motivate, and support one another, both within and across functional lines.

The goal of coaching is not to provide direction, but for employees to work together to help one another find direction. To accomplish this goal, employees must take on greater personal responsibility in the workplace not only for their own performance, but also for the performance of others. Instead of saying, “That’s not my job,” employees must find opportunities to help others:
• Gain confidence in their own abilities
• Analyze problems and find solutions
• Set goals
• Think of a better approach to their work
• Find new ways to apply their skills
• Sort through their fears and concerns
• Find ways to overcome obstacles

After all, the security of your job may depend on how well others do their jobs. Each employee’s success rests on the organization’s success and for the organization to thrive, everybody has to be a coach.

The value of coaching within and across functional lines is easy to see. The tough issues are learning to coach and finding the personal resolve to be an active coach. To become business partners working together toward the organization’s success, all employees need to learn to:
 Recognize diverse coaching opportunities
 Routinely coach other people for the good of the organization
 Understand the difference between coaching and giving orders
 Coach with confidence

 Master a step-by-step approach to coaching
 Know what to say when coaching someone
 See how their own coaching connects to the success of the larger organization

In these challenging times, success depends on continuous improvement, which in turn depends on continuous learning. Most people understand that fact of survival. Coaching, a practical skill anyone can learn, is the foundation for continuous learning. Skillful coaching enables everyone to share information and experience with others. As a result, organizations become more competitive through the internal sharing of knowledge and skills.

Coaching requires paying careful attention. By asking questions to help people apply their knowledge and listening carefully to let people know they are understood.

Below is a list of general guidelines for behaviour that helps put most (not all) people at ease. When you use the guidelines, watch for the effect your verbal and nonverbal behaviours are having. If the person you are coaching seems uncomfortable, adjust your behaviour accordingly.

Review the techniques listed below and place a check mark next to those you make a conscious effort to use.
Do not allow outside interruptions or distractions.
Face the person you are coaching.
Keep your body language open.
Lean forward.
Maintain good eye contact and Nod.
Give short verbal responses like uh-huh, mmm, I see, okay or I understand.
Remain silent for a moment to give the person a chance to respond.
Ask open-ended questions that begin with what, how, how much, tell me, describe, or explain.
Limit your use of closed-ended questions beginning with words such as can, is, or will.
Paraphrase what the person has said to check for understanding.
Acknowledge the emotions of the person you are coaching.
From time to time, summarize what you have heard.

1. Identify an opportunity to help someone expand on his or her skills, knowledge, and abilities.
Coaching is a chance to help someone enhance his or her performance and add value to the organization. Sometimes, people may ask you for coaching, but do not wait for that to happen. Learn to identify coaching opportunities and act on them at any time.

2. Confirm that the person is ready for coaching.
Before coaching, make sure the person is open to it. If the person seems hesitant, you might try explaining the benefits, but do not insist on coaching someone who simply is not receptive.

3. Ask questions and offer information to clarify the situation.
Much of coaching involves helping people clarify situations in their own minds. Often, the best way to do this is by asking questions that encourage them to think through the situation aloud.

4. Help the person identify possible actions.
The best coaching enables people to think and act on their own. As you help someone identify immediate actions, you are also preparing the person to work through similar issues without your help.

5. Gain agreement on a course of action.
In coaching, you help someone plan how to handle a situation. To be certain that the session results in positive action, help the person develop an action plan for how to proceed.

6. Offer your support.
The ultimate goal of coaching is to enable a person to act independently. Most people need reassurance and support before they can reach that goal. As a coach, you need to let the person know you are available to give further assistance, or further coaching, when it is needed.

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Causes of Negativity In the Workplace

People with negative emotions have a much greater chance of experiencing negative stress and are more likely to experience dissatisfaction with their lives and jobs. The results of negativity may include increased absenteeism and use of medical benefits and, in many cases, can result in lowered productivity.

By learning how to cope with negativity (both from self and others), individuals are more likely to find their life and work more satisfying and productive.

According to the American Management Association, approximately 65 percent of the average company’s business comes from its present satisfied customers.

If an organization has negative customer service employees, these employees are likely to lose customers for the company.

The loss of one customer a day for a year who typically spends $50 per week would cost a company nearly 1/2 million dollars a year. This is only the financial loss. What about the loss of emotional energy, self-confidence, and morale that was wasted in the process?

Some people appear to be born with a genetic predisposition toward negativity, while others appear to become negative as a result of their environment. Psychologists have long argued about the basis of each individual’s personality.

There are those who agree that one’s personality is a combination of our genetic make-up and our life experiences. People who chronically express negative thoughts, feelings, and behaviours that increase the likelihood of engaging in destructive actions experience this in two ways:
1) Imposed by others,
2) Caused by our own thoughts and feelings.

The five major internal sources of negative or difficult behaviour is motivation by needs or values, attitudes, norms, and self-esteem.
Whatever the cause, negativity can become a habitual pattern of thinking, communicating and acting. It can become so ingrained in our lives that we fail to see the goodness in and around us.

If we want to know why someone is negative, we can determine the answer by finding out what motivates him or her. Other peoples’ motivations are unique and may differ from ours. Two types of drives motivate us: needs and values. “Needs motivation” includes our needs for such things as security, love and growth. “Values motivation” is the principles or beliefs we have learned and developed over a lifetime. Values are the “ought” and “should” of life.

Motivation is why people do what they do. In the 1960s, the psychologist Abraham Maslow first described levels of needs. The most basic needs are survival and security. Once these needs are met, nurturance needs (belonging and love) are at the second level. When the first two need levels are satisfied, individuals seek opportunities to grow, develop and achieve in their lives. Individuals who are functioning primarily at the survival level tend to be negative, while those operating at the growth level are more likely to be positively oriented.

The level of your self-esteem or how good you feel about yourself is one of the main factors in determining how people choose to react to a situation or event.

The same event or situation elicits a different reaction
from a person in the high and positive level versus
someone at the low and negative level.
• Generally, a good self-concept leads to positive
Thinking, and
• A person is likely to feel eager and
excited when given a challenge.

A person with a poor self-concept is more likely to have negative thinking and feelings and respond
with angry, fearful behaviours to many situations,which they perceive as threatening

Webster’s New World Dictionary defines attitude as:

“A way of acting, feeling or thinking; one’s disposition, mental set.” In a sense, attitudes are filters through which we view the world.

Negative attitudes prevent others and us from getting what we want in our lives. Negative thinking and feelings often lead to negative actions. Our life experiences and level of self-esteem help determine our attitudes.

Often individuals with poor self-esteem also have negative attitudes about themselves, others, and the world in general.

Those with negative attitudes tend to distort reality and see the world as a place where everyone is going to get in their way. A better knowledge of your current level of self-esteem and your attitudes should help you deal more effectively with negativity.

The last major cause of negativity is related to what are referred to as norms or standards of conduct that are typical for a specific group. For example, if you were raised in a family environment where everyone else was negative, you will tend to be negative. Negativity can become habitual, normal behaviour for a family that is negative most of the time.

There are many causes of negative behaviour. Our needs and values can motivate negative behaviour, as well as our level of self-esteem, attitudes, and norms.

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