Network - Summer 2010 - (Page 13)

O Feature Coaching Conversations Support Organizational Effectiveness By Linda Maul I magine a work environment where: ✓ Employees at all levels are encouraged to bring new ideas to discussions. ✓ Strategies are created and implemented through the work of crossfunctional teams. ✓ Positive results are felt throughout the organization in employee engagement, quality teamwork and increased profits. leaders, we often tell others how and what to do—to solve problems for them quickly and efficiently, to TELL – not ASK. It’s faster, easier and sometimes requires less discipline to TELL when we should be ASKING. A coach approach of asking and listening for understanding (without agendas) is proven to support competent recruitment, as well as day-to-day functions which support retention, such as performance management, discipline, safety, etc. Imagine if we moved the “ASK Conversation” into all areas of leadership? Developing a coaching culture requires a strategic, committed and customized approach led by the executive team. Some of the magic ingredients for success include: coaching champions at different levels of the organization, one-on-one coaching, group coaching, a coach approach to performance management and other development initiatives within your organization. Trust increases which in turn supports truly engaged employees and increased Thinking Up Ideas As Human Resource Professionals, you understand the benefits of communication. You see and hear first-hand the results of leaders who do not value conversations with their teams; who do not invite or listen to the ideas of others. You understand the carnage left behind in a “command and control” culture where ideas are not heard or valued, where employees are considered disposable, where a “do it or else” culture exists....and new ideas die before being voiced. There is a relatively new leadership strategy successfully contributing to overall organizational effectiveness: the intentional development of a coaching culture. Taking a “coach approach” has been proven to support innovative thinking with both individuals and teams. It takes time to experience a complete cultural change but it is happening in organizations around the world. What do we mean by a “coach approach?” ASK – Don’t TELL! Too simplistic? Maybe, but it does speak to creating a coaching culture. As NETWORK O Summer 2010 Taking a “coach approach” has been proven to support innovative thinking with both individuals and teams. Developing a coaching culture requires a strategic, committed and customized approach led by the executive team. www.hria.ca O 13 http://www.hria.ca

Table of Contents for the Digital Edition of Network - Summer 2010

Network - Summer 2010
Contents
HRIA President’s Message
Congratulations to our Award Winners!
HRIA Conference Coverage
Coaching Conversations Support Organizational Effectiveness
Strategic Human Resources: Avoiding Circular Conversations
Leading with Emotional Intelligence
Making the Case for Enhancing Employee Engagement
The Role of Human Resources Departments
Innovate or Evaporate: The time to act is NOW!
Positioning Yourself for Executive Roles Now
The HR Office
Index of Advertisers

Network - Summer 2010

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