There are two levels to take into consideration. Your company probably has a mission statement and a statement of core values. Even one visible leader being allowed to remain in the organization in spite of treating people in ways that are a gross violation of the company's stated values creates cynicism within the organization. When I work with executive teams on mission and corporate values, I caution them that this kind of work is never neutral. Stated values represent promises being made to the organization. When these organizations have leaders whose behavior is clearly out of sync with the company's stated values and nothing is done about it, all it does is create greater cynicism and even despair in the rest of the organization.
In addition to the corporate mission and values, every leader should have a personal vision statement and a list of core values. Strong Personal Relationships with Your Direct Reports You cannot hold yourself at a personal distance and still build the personal influence that will allow you to be an effective coach of emotional intelligence. Note the use of the words "personal relationship. There are different levels of intimacy, and you want your relationship with your direct reports to be appropriate to the workplace.
That does not mean that you share every intimate detail of your life with them.
But it does mean reaching out and establishing contact with people at a personal level. It means getting to know people and what is important to them. You learn about their aspirations, their dreams, and their families. This is a two-way street. You must let people get to know you as well.
You can talk about your vision and values. You can share something you've read that inspired you recently. You let people know about your professional history and important events that shaped the progress of your career. You may talk about leaders who have been influential in your development and what qualities these people had that touched you.
And you share enough details about your personal life so that people can feel a sense of connection with the person behind the role you play in their lives. A personal connection with your associates is essential in earning the personal influence required to coach for emotional intelligence. Remember, people need to know that you genuinely care about them and that you have their best interests at heart.
They want to know that you pay attention to what they do and that you appreciate the effort they make to make you and your team look good. They also want to know that you support them attaining their personal and professional goals. This means providing them with feedback on their performance on a regular basis. Frequent Spontaneous Coaching People need to know that you are paying attention to what they do and that they can count on frequently hearing from you regarding what you appreciate about their performance as well as how they can improve.
Coaching needs to be something that becomes a routine part of your relationships with people, rather than an occasional conversation when someone makes a glaring error or makes an outstanding contribution that demands recognition. Praising someone need not take longer than 15 to 20 seconds. Julie says that she would like a promotion to team leader within the next two years. This is a SMART goal — it's specific, measurable, attainable as she already has one year of experience, and there are several team leader positions in her department , relevant both to Julie's overall career aspirations and the team's mission , and time-bound.
You and Julie now look at her current reality. She's in an entry-level position, but she already has some of the skills needed to be team leader. You brainstorm the additional skills that she'll need in order to be successful in a team leader role: She needs more experience of managing other people, and experience dealing with overseas customers.
She also needs to continue performing well in her role, so that she'll be considered for a promotion when one is available. You then both review her options. To get the experience she needs, she could lead a small team on a small project.
She could also spend time in the overseas team. Finally, you establish the will. As her manager, you offer to let her lead a small team on a minor project.
If she performs well, she can take on additional projects with more responsibility in the future. Julie must also approach the overseas team to arrange to spend time in that department, and continue performing well in her current role. You agree to review her progress in three months' time. The GROW Model is a simple four-step process that helps you structure coaching and mentoring sessions with team members.
You can use the model to help team members improve performance, and to help them plan for and reach their longer-term career objectives. This site teaches you the skills you need for a happy and successful career; and this is just one of many tools and resources that you'll find here at Mind Tools. Subscribe to our free newsletter , or join the Mind Tools Club and really supercharge your career!
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Leave a Reply Cancel reply. They find creative ways to integrate this fun into what they do over the course of the season, on a daily basis in practice and during competitions. Most of us have blind spots, that is, flaws in our own characters that probably developed early in life and are so much a part of us that we don't even see them in ourselves. She is very relatable and easy to talk to because she shares her own personal stories of adversity. That is not to say coaches do not benefit from having expertise in a particular field, in fact approaching coaching from a particular expertise or niche is becoming more prevalent among newly-trained coaches.
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Over a month ago Angus wrote. The concept may well have been influenced by the work of Tim Galwey Inner Game in the previous decade.