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The global pandemic has disrupted every aspect of life, and has led to numerous challenges that we need to work through. Although employees are getting used to the virtual environment, the need for a proper support system at work is now more important than ever.
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Well before the phrase, “new normal” became commonplace in our Covid-19 lexicon, the concept of a “coaching culture” was becoming the norm for a growing number of high-performing organizations.
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“Tell me about the people at the organization you just left,” said the senior manager who was screening candidates to fill a key leadership role. “They were uneducated and lazy,” the candidate responded.
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Formally or informally, some form of coaching or mentoring is most likely taking place in your organization. Done well, it can help organizations prepare employees for future challenges and positively impact business performance.
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One of our largest advertisers simply wouldn’t call me back. The publication deadline was approaching and he hadn’t renewed for the upcoming issue.
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The must-have accessory for leaders of all levels – from the executive suite all the way down to the front-line managers – is going to be coaching. For decades, the term coaching was a benefit provided almost exclusively to leaders at the very highest levels of an organization.
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Let me be frank. When the world was literally turned upside down and set on fire in 2020, I was so happy I was no longer in HR. The challenges and responsibilities that HR leaders routinely endure and continue to face with limited resources.
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Coaching is one of the best, if not the best, methods for learning, development and building high-performing individuals and teams. The effectiveness of coaching is not a new concept. Executive coaching, or “counseling,” as it was first called, grew in popularity in the 1970s and '80s.
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In his book “Coaching for Improved Work Performance”, author Ferdinand Fournies emphasizes 3 core realities of managing employees at any level of an organization..
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Cover Article
