As a manager and a leader, you want people to get stuff done. But you want more than that. You want them to learn so that they become more competent, more self-sufficient and more successful. Conveniently, they want that as well.
The power of “How can I help?” is twofold. First, you’re forcing your colleague to make a direct and clear request. That may be useful to him. He might not be entirely sure why he started this conversation with you. Sure, he knows he wants something, but until you asked the question, he didn’t know […]
…you do want to remember that the first answer someone gives you is almost never the only answer, and it’s rarely the best answer. You may think that’s obvious, but it’s less so than you realize.
When you build a coaching habit, you can more easily break out of three vicious circles that plague our workplaces: creating over dependence, getting overwhelmed and becoming disconnected.
Instead of just doing yearly reviews of employees, this book encourages you to make a regular practice of coaching your team so that they can develop on their own.
We don’t need teams to conduct a vast number of meetings to get their work done. Rather, we need smarter team meetings where people debate rigorously and commit to decisions.
Liz Wiseman looks at what it takes to get huge results from your team. How do you make sure that they are maximally productive? How do you bring a team together that is awesome? What stops a team from performing to it’s best?