Recently, I found myself eavesdropping on a conversation that struck a chord. A group of young professionals, all around 30 and fresh in their careers, were sharing their struggles with getting guidance from more seasoned colleagues. Their stories echoed a challenge I’ve seen play out in many workplaces: the delicate dance of mentorship between tenured employees and newcomers.
A 6-part series focusing on impactful practices for developmental coaching conversations.
"The hardest thing for people to understand is that the relationship is the delivery system of anything you try to accomplish." - Peter Block
A 6-part series focusing on impactful practices for developmental coaching conversations.
Holding people capable (accountable) is an important part of building trust, maintaining standards of excellence, and achieving goals in any organization or personal relationship.
A 6-part series focusing on impactful practices for developmental coaching conversations.
If you have read the previous post in this series, thank you! If this is the first time you popped open one of my posts, thank you!
Writing is not one of my stronger skill sets. Writing is an arduous experience as I tend to overthink grammar, punctuation, sentence structure, logical flow, and the greatest fear of all…being judged by an unidentified person behind a screen who I will most likely never meet. Better yet, what if they respond and like the post and I need to respond intelligently and respectfully? What if I sound like a complete ne’er-do-well? All this white noise in my head leads to me losing sight of the fact that I’m simply sharing my thoughts and ideas and that takes a ton of courage. When I write something and put it out there for public viewing, I am being completely, unequivocally, 100%, vulnerable! And therein lies the artfulness of asking questions – being completely, unequivocally, 100%, vulnerable.
A 6-part series focusing on impactful practices for developmental coaching conversations.
Recently I read two interesting books, Ego is the Enemy by Ryan Holiday and Why am I Afraid to Tell You Who I am? by John Powell. Each book provided a fascinating opportunity for self-reflection (DEEP self-reflection) and although I don’t necessarily agree that ego is the ‘enemy’ per-say, I do believe it is vitally important to recognize the various shades of ego we naturally possess.
A 6-part series focusing on impactful practices for developmental coaching conversations.
Listening as a leadership competency is talked about often, but unfortunately a lot of our own “stuff’ gets in the way of actually listening with an open heart and mind. We come to the conversation with a preconceived context, we have unconscious and sometimes conscious biases towards the person or situation, and even our mental, physical, and spiritual state of being plays a significant role in how we show up and listen to what is being shared.
A 6-part series focusing on impactful practices for developmental coaching conversations.
Today’s manufacturing leaders are savvy firefighters – addressing and solving complex fires (situations) one after another. But what if there was a different approach? One that allows the employee to address and solve the complexity with their leader instead of being dependent on their leader to solve or fix the challenge at hand? What might it be like if the leader paused, recalibrated, and approached the situation as a coaching conversation opportunity?
This article first appeared in Industry Week.
IMEC is proud to recognize Stacey Curry Lee, Technical Specialist in Workforce Development, who recently achieved the International Coaching Federation (ICF) Associate Certified Coach (ACC) reinstatement.
Many organizations are experiencing the full force of change. This new speed of change is creating a shift in what employee’s value and what they are looking for in an organization. And because of this, organizations are now reflecting more on their culture and considering ways to enhance employee engagement and retention. Now is the ideal time for organizations to reflect on their legacy learning approaches and ask themselves: “will our existing learning approaches to enhance employee engagement, leadership development, change management, and problem solving help us transform our culture to best meet the future demands of our customers and stakeholders?” Perhaps, if the focus is on developing the team and not just the individual learner.
