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Divert Workplace Disasters, Delete that Email and Use Dialogue!

Posted By Editor, Wednesday, April 10, 2019
Updated: Wednesday, April 10, 2019
Contributed by Lorie Reichel-Howe, presenting: Coaching Managers to Become Inclusive Without Getting Crucified in San Jose, April 16th.


While email has made workplace communication efficient, there are times when face-to-face conversations are needed. At these times, defaulting to email is risky and may result in workplace nightmares.

Read the article here.

 

 

 

 

 

Tags:  HR Coaching  HR management training  workplace communication 

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Creating a Coaching Mindset in Organizations

Posted By Laurie A. Pehar Borsh, Thursday, September 27, 2018
Updated: Wednesday, September 26, 2018

*** By Allison Holzer, InspireCorps ***

Leaders today invest in coaching more than ever before. In fact, between 25 to 40 percent of Fortune 500 companies hire executive coaches. According to a recent Harvard Business Review (HBR) article on the subject, leaders “see personal involvement in the development of talent as an essential activity for business success.”

Research supports the investment in coaching in organizations, with meta-analytic reviews showing that coaching significantly increases “performance and skills, well-being, coping, work attitudes, and goal-directed self-regulation” (Theeboom, Beersma & Van Vianen, 2013).

In today’s highly competitive and turbulent market, organizations cannot afford high turnover or the loss of their greatest talent, so there has been an increasing priority on attracting, retaining, and cultivating top talent.

Coaching is seen as a key strategy in doing this. Managers who are either trained to coach internally or hire external coaches do so to invest in and accelerate the performance of their top talent and steady performers.

In our experience collectively, leaders don’t just hire coaches to retain and accelerate the performance of their top talent. Leaders hire coaches because they want their teams to think and act like coaches.

Coaching Mindset Contagion

On a personal note, I first fell in love with coaching in 2006. Participating in a coaching certification course changed my orientation to the world, my mindset, and what I saw as possible for both myself and others.

Prior to that time, I had more rigid views of myself and the world, often judging myself harshly for setbacks or making fear-based decisions. The process of both coaching and being coached shifted my mindset to allow more flexible and growth-oriented views of myself and the world, being more empathetic and emotionally agile, learning from setbacks, and making decisions based on resonance.

After speaking with hundreds of coaches over the years, I have found that this experience is not uncommon. There is power in the process of being coached — it can fundamentally shift how one views oneself and others in a way that has positive ripple effects going forward.

I believe that this coaching mindset and the opportunity for positive change is what leaders seek when they hire external coaches. They do so with the hope that the process will fundamentally shift those who go through it in a transformational way that leads to more effective decision-making, better problem-solving, greater well-being, and more flexible approaches. These shifts benefit not only the client, but also the team and organization at large.

Companies that want to cultivate a coaching mindset culture do not have to send all of their employees to coach training programs, though. These mindset shift and skills can be learned through the process of being coached or even through an internal company training or peer-coaching program that focuses on key characteristics.

Five Characteristics of a Coaching Mindset

Although a coaching mindset includes many different qualities, the following five characteristics align tightly with organizational success. The majority of our clients over the past five years have identified these characteristics as top priorities for their talent to ensure business success:

1. Deep, Full-Body Listening

Coaches are trained to listen deeply with their bodies, eyes, and ears. They listen to what clients are saying verbally and look for what’s being communicated non-verbally. They listen for “resonance” — the emotion behind the words.

And they listen to their own bodies as clues for what is happening for clients. Leaders who more deeply tune in to their team, their customers, and their stakeholders have a better understanding of their needs. This leads to stronger interpersonal connections and better decision-making.

2. Radical Curiosity  

Coaches learn how to ask powerful questions. These are questions that have no clear answer and cannot be answered with a “yes” or a “no.” Instead, powerful questions open up clients to think about a problem differently.

The most powerful questions are those that make clients stop in their tracks, get quiet, and go deep to answer them. Radical curiosity and deep, full-body listening are essential elements of empathy, which has been shown in recent research to be directly linked to commercial success in business.

3. Practical Empathy

Coaches are trained to be empathetic, but in a practical way — with some emotional distance from their client. This allows them to get into their clients’ heads and hearts to understand what they are experiencing without getting pulled in too far. They learn how to be empathetic without experiencing “compassion fatigue.”

Empathy is a critical skill in coaching and in business. As I wrote in a recent InspireCorps blog post and according to a recent HBR article and the 2015 Global Empathy Index ratings: “there is a direct link between empathy and commercial success.”

4. Possibility Focused  

Coaches learn to be possibility focused, rather than problem-focused. They look for emotional “resonance” — what is leading to excitement, joy, optimism.

Leading coaching researcher Anthony Grant has studied the impact of solution-focused versus problem-focused orientation in coaching. He has found that when people focus on possibility and future solutions, they create more concrete and actionable plans towards achieving their goals. A possibility focus can benefit everyone, from managers working with their team in performance reviews to employees generating new ideas for a product launch.

5. Relationship First

Coaching is often referred to as a way to accelerate performance. However, at its core, coaching is about the person first and foremost and the coaching relationship — a relationship that focuses on strengths and possibilities. When the person feels supported, inspired, and motivated through the coaching relationship, the growth in performance happens as a result.

Leaders at all levels struggle with many personal challenges that can affect their business. And it can be lonely at the top, especially for women. The process of coaching often reminds people of their own humanity, the importance of seeking support from others, and cultivating key relationships.

How a Coaching Mindset Leads to Business Results

My appreciation for the impact and power of coaching is rooted in both personal and professional experiences. The positive paradigm shifts I’ve seen my executive clients and their teams go through as a result of developing a coaching mindset includes greater emotional agility and empathy, more flexibility and openness, stronger resilience, and better decision-making.

In a business environment characterized by a fast-paced culture and rapid change, hiring an executive coach and developing a coaching mindset is one of the most sustainable, cost-effective, and agile interventions a leader can make today. It is not only an investment in the performance of that leader, it is an investment in a mindset shift that can lead to cascading positive impact across the organization.

 

References

Braunstein, K., & Grant, A. M. (2016). Approaching solutions or avoiding problems? The differential effects of approach and avoidance goals with solution-focused and problem-focused coaching questions. Coaching: An International Journal of Theory, Research and Practice, 9(2), 93-109.

David, S. (2016). Emotional agility: Get unstuck, embrace change, and thrive in work and life. Penguin.

Holzer, A.A. (2017). Empathy Works and You Can Work It. Inspired Insights: https://inspirecorps.com/empathy-works-and-you-can-work-it/

Parmer, B. (2015). The Most (and Least) Empathetic Companies. Harvard Business Review: https://hbr.org/2015/11/2015-empathy-index

Pudrovska, T., & Karraker, A. (2014). Gender, job authority, and depression. Journal of health and social behavior, 55(4), 424-441.

Pritchard, M. (2016). Executive Coaching: The FORTUNE 500's Best Kept Secret. LinkedIn: https://www.linkedin.com/pulse/executive-coaching-fortune-500s-best-kept-secret-melanie-pritchard/

Theeboom, T., Beersma, B., & Van Vianen, A. E. (2013). Coaching in Organizations–A Meta-Analytic Review of Individual Level Effects. In Academy of Management Proceedings (Vol. 2013, No. 1, p. 11881). Briarcliff Manor, NY 10510: Academy of Management.

Waytz, A. (2016). The Limits of Empathy. Harvard Business Review: https://hbr.org/2016/01/the-limits-of-empathy

Weintraub, J. & Hunt, J. (2015). 4 Reasons Managers Should Spend More Time on Coaching, Harvard Business Review: https://hbr.org/2015/05/4-reasons-managers-should-spend-more-time-on-coaching

Tags:  coaching  effective leadership  HR coaching  hr leadership 

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Communication and Conflict Resolution

Posted By Editor, Laurie, Wednesday, February 8, 2017
Updated: Wednesday, February 8, 2017

Contributed by Bruce Calvin, JD, President, Calvin Associates Inc.

 

Creating and Building Effective Organizational Partnerships
March 8th. 9a.m.


After spending over 35 years in the human resources profession honing my craft in the “art” of how to address and keep communication lines open between human beings, a very obvious phenomena has clearly emerged. Over the last several years, it has become more and more evident that communication, our ability to express ourselves in verbal, visional and/or non-verbal form with other human beings is being redefined. 

If there is a potential conflict brewing and/or a misunderstanding has surfaced, it appears the safest and fastest way to respond is by text or emailing the other party. It’s not that this is a bad way of communicating, it just needs to be used in its proper context when there isn’t a potential or perceived issue. In those situations when potential misunderstandings and/or issues begin to arise, so many times a short face to face conversation has allowed misunderstandings to be cleared up. If the conversation is only by text or email, by the third text or email, the real issue is buried and emotional levels are heightened to a pitch. 

Yes it’s easier to just text or email, but unfortunately text and email are, as we know, cold and clinical and usually can and will be taken out of context and/or just taken the wrong way and the flurry begins between the parties. Usually conversation stops between the parties, sides start being taken and you have a communication shutdown. Another challenge occurs when someone inside tries to get the parties to resolve the communication challenge and it usually turns out worse. It’s not because the person trying to fix the issue can’t do it, it’s because they’re just too close to the issue, that’s all. Until, as I call them, an outside neutral “parent/adult” party is brought in and helps get communication lines open in a non-emotional way it cannot get better. 

An experienced outside neutral party will use one or more of the following, either individual counseling, conflict resolution or mediation. When allegations are raised, an investigation may be initiated. Since 2015 I have been focusing on how to help individuals and teams understand that yes, text and email are a critical and time saving method of communicating today. To fully be effective in the art of communicating is the ability to communicate to other human beings on a physical one-on-one basis. It’s not so much the actual communication but more the how we initiate and ensure communication lines stay both open and focused on an equitable resolution. 

By focusing on the issue and not the person, we ensure a better chance of working through to an equitable compromised solution. This provides the opportunity to improve morale, initiate partnerships and is often noticed in a positive light by upper management. I recently had the opportunity to share with the I-680 Commercial Information Exchange the subject of “Communication and Conflict Resolution.” 

I covered the basics of understanding the why we act and respond the way we do and individual tools we can use to effectively open and maintain better lines of communication. In addition, how to use conflict resolution tools and an understanding of the connectivity each of our own individual cultural diversity can contribute to team and organizational success.

Have questions, facing similar challenges? Let’s connect!

I'll be speaking at HR West 2017 on March 8th. 
Creating and Building Effective Organizational Partnerships
9:00am  -  10:15am
Are you attending?  
Register for #HRWest17 with Spkr100 to receive $100 off.

 

Tags:  Bruce Calvin  Communication Training  HR Coaching  HR Management  HR Training  HR West 2017 

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HR Communication Tip: Say What You Want… Not What You Don’t Want.

Posted By Laurie A. Pehar Borsh, Wednesday, June 22, 2016

By Paul Endresscoach, speaker, and founder of Maximum Advantage International. 

Endress will present Adapting Your Communication Style to Get Results at HR West Seattle on July 15, 2015. Go to www.hrwest.org/seattle for more information and to register for the conference.

This article was recently published on: www.paulendress.com

The Mind Can’t Directly Process A Negative
So Say What You Want… Not What You Don’t Want

In this post, I’m going to give you a tip that you can use to instantly improve your communication, and it comes from something that happened to me recently.  So here’s what happened.

My wife and I went out to dinner at the Harvest Café.  It’s a great place we love to go there.  Sometimes it’s a little slow for us because I’m usually in a hurry, but we went there and then we just were sitting down to enjoy it.  Then I saw this sign that they had up in there and (upon reading it) I thought, what better way is there to do this? Because it’s going to reveal a good communication truth that you can put to use right away.  The sign said, “Don’t forget to vote for 2016 Simply the Best.”

This local magazine, here in Harrisburg, Pennsylvania, has a contest where people submit votes for the best restaurant and then once a year they publish a special issue, then the restaurant can use that in their advertising. -- i.e. “Yes, we are the best restaurant in Harrisburg.” So they’re putting up a sign that says, “Don’t forget to vote.”

This is a great example of the effective communication principle that says: the mind cannot directly process a negative.The Mind Cant Processs A Negative - Small

There’s a famous story about Fran Tarkenton, who was a quarterback for the Minnesota Vikings. They’re in the championship game with two minutes left, and he goes to the sidelines. The game is within reach. They’re six points back, they’ve got to score a touchdown — two minutes.  Which if you don’t know football, that’s plenty of time to score the touchdown if you’re playing well!

Fran says to the coach, “What should I do?”  And the coach says, “Fran, no matter what you do don’t throw an interception.”  An interception is where he accidentally throws it to the other team and that’s exactly what happened when he went back on the field because what had the coach put in his mind?  “Don’t throw an interception.”

The interception might have happened for other reasons, but one of them is that the mind can’t directly process a negative word like “don’t.”  So when something says, “Don’t forget to vote,” the words that we really get are: “Forget to vote.”

“Don’t throw an interception” becomes “throw an interception.”

What could they have done differently? Change it to say, “Remember to vote.”  Which is the positive version of what they want you to do instead of the negative version!

Changing the wording from a negative to a positive greatly increases the chances that people are going to remember to vote for them instead of forget to vote for them.

Putting It To Use

The next time you need to get somebody to do something, and you need to give an instruction, give it instruction in a positive way.  Tell them what you do want... not what you don’t want.

Ask yourself this question: In what situation do you express yourself in terms of what you don’t want --- how can you flip that around and turn it into a positive so you say what you do want instead of what you don’t want?

Just flip it around, express it as a positive.

And whenever you think about this, just think about:  “Remember to vote” versus “Don’t forget to vote.” 

Small change, big difference, great results.

You can also listen to/"watch" Paul discuss his communication style tip on YouTube.*

About the Author

Paul Endress is an in-demand coach, speaker, and founder of Maximum Advantage International, a company that gives organizations and individuals the skills necessary to communicate effectively in an increasingly difficult business environment.

An inspiring speaker, Endress is the author of Dealing With Difficult People and has helped thousands of individuals and business executives from companies such as Shell and Mitusbushi through his seminars, speeches, and products.

His latest project is the Communication Styles 2.0 model and software, which is based upon eight years of research and solves communication problems by creating visual models of interactions between group members.

*Adapting Your Communication Style to Get Results 
HR West Seattle - July 15 • 03:05 PM - 04:05 PM

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Tags:  business communication skills  effective communication skills  Executive Coaching  HR  HR coaching  HR Management Skills  HR West 2016  HR West Seattle  Paul Endress 

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