In order to get the change in behaviour you need from your team members (or child, spouse, partner or friend) you need to guide their thinking.
The key tool you have to guiding their thinking are the words you choose to use, the questions you choose to ask and the conversations you choose to have. Today we’re going to focus on the questions that you choose to ask.
Last week we checked out why you would ask questions to kick butt. This week we’ll examine how you might go about this.
Why is coaching so important? Well, the Sales Executive Council’s research has revealed a strong, positive correlation between coaching effectiveness and (a) the performance of average (or core) performers (as much as 17% improvement), (b) high-performer retention, and (c) high and average performers’ willingness to work harder. Pretty impressive stuff!
It seems like everyone is talking about coaching in business these days, and perhaps with good reason. In their 2005 Strategic Research Findings, the Sales Executive Council identified that teams not receiving coaching under perform by a significant margin. On the other hand, teams that report receiving more than three hours of coaching per month exceed their goals by 7% on average.
Like the old saying goes, practice makes perfect. Get your basic frontline leadership skills right and then practice, practice, practice.
When leadership concepts are applied specifically to frontline managers’ positions it is important to focus on and develop specific skills in conjunction with role’s traditional responsibilities.
There is a distinct art in giving praise or feedback. As a frontline leader or manager, if you can master this concept you open the door to develop engaged and motivated employees.