|
Article
MANAGEMENT—Coaching an Organization - Imagine you are attending a corporate training/coaching session and the session begins with a meditation, and centering, and then stating intentions. Company cultures are shifting and changing to accept spirituality in the workplace.
|
|
Article
MANAGEMENT—Motivation: How to Improve Performance Without Spending a Fortune - There are several reasons why employees may not always perform at their potential. They may not know WHAT to do. They may not know HOW to do it. Perhaps they simply CAN'T do it. We must be careful to choose the right person for the job.
|
|
Article
MANAGEMENT—The Work Yourself Happy System - Happy and work... do these words really go together? Most people haven't thought of them together. But, what if we changed that story? What if work became an extension of who we are and what our life vision, mission, and values are, instead of just a boring way to make money and earn our living?
|
|
File
MANAGING--Achieving Employee Goals (DOC) - We call this module achieving employee goals. It is about coaching the practical steps an employee needs to take in order to go from where the employee is to where the employee wants to be. In short, it is about helping the employee plan and do--17 pages
|
|
File
STOP MANAGING START COACHING--Basic Coaching Skills (DOC) - In this module we recommend you take a full week to study and practice one basic coaching skill. You will be given a brief explanation of the skill and then you will practice that skill for a full week so you begin feeling like a coach. The emphasis is on moving you smoothly into using coaching skills before you start the more intense and demanding skills. So be prepared to play, absorb, and laugh at your mistakes. We hope that, by the end of this module, it will be effortless for you to say, “I’m a coach.” 5 pages
|
|
File
STOP MANAGING START COACHING--MODULE 104--Building The Employee (DOC) - After becoming a coach, you will get many free “gifts” that are inherent bonuses of the profession you have chosen. This module is about one of those bonuses. As a coach, you will assist employees in discovering, embracing, and growing the very best of themselves. We refer to the coach’s role in this process as “building the employee.” 14 pages
|
|
File
STOP MANAGING START COACHING--MODULE 115--Coaching and Collaborative Relationships Part 1--(DOC) - This module deals with the importance of the collaborative relationship in the workplace. Collaboration has always been a staple in a successful business. Collaboration sometimes refers to the tired cliches of “two minds are better than one” or “the whole is greater than the sum of its parts.” However it is referred, successful collaborative relationships in the workplace are magical, provided they contain the essential ingredients. 11 pages.
|
|
File
STOP MANAGING START COACHING--MODULE 108--Coaching Change (DOC) - This module is about coaching change. You will learn about the types of changes employees will seek, the stages of the change cycle, the challenges of change, and specific areas where you can help employees make the changes they seek. At the end of this module, you will: 10 pages.
|
|
File
STOP MANAGING START COACHING--MODULE 116--Coaching Collaborative Relationships Part 2 (PDF) - Leaders understand the need to collaborate - and they are seeking more effective ways to bring people together. The reality in times of change and uncertainty - there is a resistance to implementation. 4 pages.
|
|
File
STOP MANAGING START COACHING--MODULE 117--Coaching Goals And Results In The Organization Setting (DOC) - Currently, a common organizational coaching assignment is assisting employees, managers and executives to clearly define their visions, missions and goals. 5 pages.
|
|
File
STOP MANAGING START COACHING--MODULE 114--Coaching Personal And Situational Perspectives (DOC) - On some level, all coaching is personal coaching. We coach people and we manage things. Situational coaching takes place for specific and immediate needs. It can have a narrow view and very specific agenda; therefore being narrow-based vs. whole-person coaching. Often, situational coaching concentrates first on the immediate short-term needs. Once those needs are satisfied, then the coaching may lead to a wider scope. Situational coaching can be about both personal and situational issues. [A theory to consider in coaching is Maslow’s Hierarchy of Needs.) 4 pages.
|