Thursday, April 17, 2014
Wednesday, April 16, 2014
For these frequent, planned discussions to be effective, leaders need to include four critical components to the conversation.
3. Potential Roadblocks
Identifying potential roadblocks requires both the employee and leader to look ahead towards the future and identify any changes to the employee’s workload, such as a recent project that has been identified and assigned to the employee.
Will the changes impact the progress of the development plan? Are there other options that can be used to provide the necessary development that will help the development process to continue uninterrupted? This could require a shift in how the development is delivered. It may be that originally the employee was going to attend some classroom training but with a new project attendance may be impacted. Are there other options that are more flexible, such as online webinars?
Tuesday, April 15, 2014
Thursday, April 10, 2014
Monday, April 7, 2014
Thank-you to all that contributed to this list! Please take a moment to visit their blogs, as they are all outstanding writers and should be a part of your regular leadership development reading.
7. Jon Mertz, from Thin Difference, recommends the book Good Strategy/Bad Strategy: The Difference and Why it Matters by Richard Rumelt. "Strategy development and execution are key elements in leadership and will inevitably arise in conversations with managers and other leaders. This book highlights what makes a good strategy work and what dooms a strategy."
10. Randy Conley, from Leading with Trust, recommends the website CoachWooden.com. “John Wooden, the legendary basketball coach at UCLA, was more than just a basketball coach. His coaching, teaching, and leadership principles can be applied to any leader, manager, or individual contributor seeking to achieve their maximum potential.”
11. Jim Concelman, from Development Dimensions International’s Talent Management intelligence just wrote an article on this topic titled, The Problem You May Not Know You Have: Your Experienced Leaders Could Be Ineffective Coaches. In it he shares, “Experience can teach many things, but experience alone cannot teach leaders how to be good coaches. Learn what separates the "great" from the "mediocre."
12. Robyn McLeod, from The Thoughtful Leaders Blog, recommends the book, Power Questions, by Andrew Sobel and Jerold Panas. “This book offers insight to how asking the right questions can strengthen relationships, shift perspectives, and open the door to developing others. Questions are an essential part of any coach’s toolkit and a manager who can developing great asking skills is well-positioned to coach others.”
13. John Hunter from Curious Cat Management Improvement Blog suggests The Leader's Handbook by Peter Scholtes , “not due to specific advice on coaching but in order to gain insight into how to view the results of complex human systems without leaping to false conclusions. Often I think coaching mistakes are made because we do things like select those to coach based on what we call "performance" but is really just random variation viewed through our desire to find patterns (and assign specific causes where they don't exist). The book is what I would use to guide the coaching - using it as the textbook to improve their management and leadership knowledge and practice.”
14. Jill Malleck from Epiphany at Work recommends the book Nonviolent Communication: A Language of Life by Marshall B. Rosenberg. “This book gives managers the tools to communicate more authentically and with both gentleness and directness. I especially like the pieces on observing without evaluation, identifying and expressing feelings (with a list of feeling words) and making direct requests.”
15. Anna Farmery from The Engaging Brand recommends the book Brief by Joe McCormack. "I read many books for The Engaging Brand podcast and therefore to choose only one is extremely difficult. I have chosen Brief because of the essence of the message - brevity can be so much more powerful for leaders".
16. Wally Bock from Three Star Leadership recommends the post Coaching and the 21st Century Leader. “Helping team members grow and develop will become a more and more important part of your job. Whether you call that mentoring or coaching, there are skills to learn and practice.”
17. Dan McCarthy, from Great Leadership, recommends the book Effective Coaching by Myles Downey. "While I've read a lot of books on coaching, this one is the one that I've used the most. It's straightforward, practical, and loaded with tips and tools".
Do you have a favorite coaching resource that's not on the list? Please add it as a comment.
Thursday, April 3, 2014
By just telling everyone they did a good job, the team will eventually stop listening. Make your positive feedback positive, and make your negative feedback constructive. Build a team of people who want to win, and who are going to perform at their highest level possible. Are you getting the best from the people you lead?
Tuesday, April 1, 2014
The T.O.I.L.E.T. Training System™ is currently in beta testing, and RLI is soliciting organizations to participate in the tests. Applications must be received by end of business on April 1, 2014. To learn more, view an explanatory video at http://rlin.st/TTVideo
Happy April Fools Day - GL.
True confession time.
I once worked for a large, global conglomerate that was in a death spiral and struggling to turn things around. The company was harvesting its mature and declining business in order to pump cash into its growth bets.
A new CFO came on board and decided that training was a luxury that could no longer be afforded. Instead of a way to improve skills and make the business stronger, it was seen as an expense – even worse, a strategically irrelevant expense, like rearranging deck chairs on the titanic.
Cindy McCauley, one of the original CCL researchers behind the 70-2-10 model, wrote recently in an article called "My Love-Hate relationship with 70-20-10"
"I hate it because people misuse it. I’ve heard colleagues complain that it is justification to cut formal programs. The reasoning: if they account for only 10% of development, why do we need it? (Back to the critical details—some things are best learned in formal programs.) Another complaint: Attempts to force everything into the 70-20-10 mold, as if one concept should rule decision making about program designs, learning and development budgets, and individual development plans."
I’m not proud to tell that story, as I was a part of peddling that garbage until I had had enough and joined a company that was really committed to employee training and development. The reason I’m baring my soul is that I still see HR and training professionals trying to sell themselves and their employees the same propaganda. Sometimes they are doing as they are told, but sometimes they really seem to believe it.
Sure, without training, people can still “wing it”, try to learn on their own, and sink or swim. Eventually, though trial and error, they may pick it up. But when you are in a leadership position, your mistakes can hurt others, and the higher the level, the more costly those little lessons learned become. Wouldn’t it be worth the cost of 1-2 days of training to prevent a million dollar mistake?