Training Industry Magazine - March/April 2018 - 30
But the More Things
Change...
While almost every aspect of work has
radically shifted, there is one thing
that hasn't changed: people! In spite of
dramatic economic and societal shifts,
people's innate need to belong, feel good
about their work, and contribute in a
meaningful way is more important than
ever. Unfortunately, it's harder and harder
to do as evolutionary forces continue to
4 MORE WAYS
LEADERS CAN COACH
(AND CONNECT WITH)
TODAY'S WORKER
Building a strong employer-leader
relationship is crucial. Here's what
leaders should be doing to engage
individuals at every level:
* Hold a 1:1 meeting weekly:
Encourage leaders to schedule
a set time each week and avoid
moving it around or canceling it.
Employees need to know they
are a priority.
* Initiate non-transactional
conversations daily: Leaders
of remote workers tend to make
their conversations all business.
Emphasize how important it is to
ask about people's lives outside
the office.
* Call or Skype more than email:
The majority of communication is
non-verbal. Tell your leaders how
important it is to hear an employee's voice and see their face.
* Answer employee email same
day: For remote and flextime
employees, leaders should
recreate in-person office "pop-ins"
by not allowing too much time to
pass from request to response.
| 30
place demands on employees' ability
to stay engaged with and loyal to an
employer over time.
The Game Changer:
Coaching Conversations
So, what's the solution? Will employees'
needs continue to outpace leaders' ability
to adapt? One solution is increasing the
sheer number of conversations leaders
hold. According to Gallup, employees
whose managers hold regular meetings
with them are three times more likely to
be engaged. It's also been shown that a
culture of frequent conversations yields
higher productivity and team function.
Unfortunately, a growing divide still
exists despite countless conversations
between leaders and their direct reports.
As it turns out, it's not the number of
the conversations leaders conduct, but
the quality of the interaction. A typical
conversation between employee and
supervisor is often not as focused, and
therefore not as effective as it could be.
Ineffective conversations become even
more of a "miss" when you consider
leaders tend to have fewer conversations
because of time and place restrictions.
Conversations become a game changer
when they are not just conversations,
but coaching conversations. What's
the difference? A regular conversation
meanders across a variety of topics
with no stated agenda. In contrast,
a coaching conversation features a
structured framework that a leader
employs to impact the decisions and
actions of the employee.
Leaders can make the limited interactions they have more important and
impactful by bringing a framework to
conversations they're already holding.
In fact, it's as simple as asking questions
and listening more.
Exploring a New Mindset
Typically, leaders approach coaching
their teams in one of two ways. The
most common is with an outside-in
mindset. This approach is characterized
by lots of advice-giving and "telling,"
or in other words, a one-way sharing
of knowledge. There is nothing wrong
with this approach and it's absolutely
necessary during onboarding or when
an employee is learning a new software
program, for example. However, it's not
the most effective way to lead people to
make decisions on their own.
An InsideOut mindset produces better
results. It focuses more on getting
existing knowledge out of the employee
IT'S NOT THE
NUMBER OF THE
CONVERSATIONS
LEADERS
CONDUCT, BUT
THE QUALITY OF
THE INTERACTION.
and less on the manager sharing their
knowledge. A leader approaches a
conversation with the goal of asking
questions rather than giving direction.
This creates employees who are
empowered to own outcomes, make
faster decisions, and offer up new ideas
more frequently.
Three Conversations with
Today's Employee
A new mindset is just the beginning. It's
critical for leaders to begin engaging in
conversations that move both the dayto-day work and the manager/employee
relationship forward.
There are three types of coaching
conversations that great leaders should
hold with their teams: breakthrough
conversations, check-ins and feedback,
and alignment conversations. It's
important that leaders are adept at
which conversation to hold when and
how to conduct each one effectively.
Table of Contents for the Digital Edition of Training Industry Magazine - March/April 2018
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_spring2024
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_winter2024
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_fall2023
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_summer2023
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_spring2023
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_winter2023
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_fall2022
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_summer2022
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_spring2022
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_winter2022
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20210910
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20210708
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20210506
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20210304
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20210102
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20201112
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20200910
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20200708
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20200506
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20200304
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20200102
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20191112
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20190910
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20190708
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20190506
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20190304
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20190102
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20181112
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20180910
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20180708
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20180506
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20180304
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20180102
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20171112
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20170910
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20170708
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20170506
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20170304
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20171112_se
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20161112
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2016fall
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2016summer
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2016sales
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2016spring
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2016winter
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2015outsourcing
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2015fall
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2015summer
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2015leadership
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2015spring
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2015winter
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2014fall
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2014summer
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2014spring
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2014winter
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2013fall
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2013summer
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2013spring
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2013winter
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2012fall
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2012summer
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2012spring
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2012winter
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2011fall
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2011summer
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2011spring
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2011winter
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2010fall
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2010summer
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2010spring
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2010winter
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2009fall
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2009summer
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2009spring
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2009winter
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2008fall
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2008summer
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2008spring
https://www.nxtbookmedia.com