Eight Tips to Choose a Workplace Coach

Eight Tips to Choose a Workplace Coach:

To stay competitive, relevant and innovative, workplaces must do more with less talent. Providing a leadership and career coach is one way to keep your employees “emotionally engaged” to contribute their personal best.

“There’s no question that future leaders will need constant coaching,” notes Ram Charan, Leadership in the Era of Economic Uncertainty (McGraw-Hill, 2008). “As the business environment becomes more complex, they will increasingly turn to coaches for help in understanding how to act.”

Willingness to be coached and a good fit are two of the key ingredients for a successful coaching relationship. This was reinforced in a January 2009 Harvard Business Review survey, in which researchers queried 140 top coaches about what companies should look for when hiring a coach.

According to the HBR article, there are two basic hiring rules:

  1. Ensure leaders or teams are ready and willing to be coached
  2. Allow them to choose the coach

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How Smart People Lose Their MOJO & How to Get it Back!

Part One: Losing Your Career MOJO

If you’ve been progressing in your career, or a college student studying hard to maintain that “GPA”, chances are you’ve experienced at least one career “hiccup” or setback. These career hiccups can suck the air out of one’s spirit, making it hard to carry on with dignity and drive. Often, our mental energy is hijacked, our self esteem bruised, and we limit our social connections out of shame or embarrassment. Some of the “hiccups” that can happen to hardworking, well-meaning, capable, and very smart people include:

  • Not going for that big opportunity
  • Getting passed up for a promotion
  • Losing money
  • Getting fired
  • Not getting into graduate school

Career-altering events can happen to anyone — and they do. But when they happen to very smart people, they may seem incomprehensible, largely because smart people have worked so hard , have rarely experienced failure, may have few experiences of “bouncing back” and have dedicated their life to the task or company more than their well being or relationships.

But even when we can partially blame external events, there comes a time when we must take a hard look at what we could have done differently. Despite faltering companies, imperfect leaders, coworkers who don’t like us and other external variables, we must eventually engage in private, honest reflection to get our MOJO back. This honest reflection gives the human spirit space and time to breathe. Reflection also allows one to tap into the intelligence of emotions to acknowledge, accept, and appreciate the event, and the wisdom that was gained. What part did I play in the events leading up to the career crossroads?

What is Career MOJO?

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What is Respectful Leadership?

Defining Respectful Leadership: What it is, how it can be measured, and another glimpse at what it is related to.

Research on work values shows that respectful leadership is highly desired by employees. On the applied side, however, the extant research does not offer many insights as to which concrete leadership behaviors are perceived by employees as indications of respectful leadership.Thus, to offer such insights, we collected and content analyzed employees’ narrations of encounters with respectful leadership (N1 = 426). The coding process resulted in 19 categories of respectful leadership spanning 149 leadership behaviours. Furthermore, to also harness this comprehensive repertoire for quantitative organizational research, we undertook two more studies (N2a = 228; N2b = 412) to empirically derive a feasible item-based measurement of respectful leadership and assess its psychometric qualities.

In these studies, we additionally investigated the relationships between respectful leadership as assessed with this new measurement and employees’ vertical and contextual followership as assessed via subordinates’ identification with their leaders, their appraisal respect for their leaders, their feeling of self- determination, and their job-satisfaction.

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Emotional Intelligence in an Outcome Based Environment

Cynthia shares her Case Study of Emotional Intelligence in the Workplace Using the MBTI and Firo-B.

Considerable attention has been devoted in recent years to the impacts of individuals’ “emotional intelligence (EI)” competencies and how they are used for successful performance – whether at work or in their private lives. In this section, we will provide an overview of key EI concepts and competencies that impact leaders’ development and performance in preparation for the content that follows.

One of the individuals who helped popularize the EI topic was Daniel Goleman in his first book entitled, Emotinal Intelligence (1996). In that work, Goleman cited the following key points relative to EI competencies and their application for leaders:

  • Goleman’s research in more than 500 organizations showed that EI accounts for more than 85 percent of outstanding performance in top leaders
  • EI is a better predictor of top performance than IQ
  • EI is two times as important to leadership effectiveness as IQ and technical expertise combined
  • EI is four times as important in terms of overall leadership success

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