TURNING YOUR MANAGERS INTO EFFECTIVE LEADERS WHILST INCREASING YOUR TEAM'S PERFORMANCE
In a nutshell, this is what you’ll get when you work with me. In order to make the desired changes in your company to achieve your goals, you will need to embark on a two-step process. Change can only really make a difference or even happen if EVERYONE is on the same page. It’s not just about ticking the ‘Wellness/Well-being in the Workplace’ box on your annual checklist. It’s about really understanding what it is you want as a company and then devising the plan on how you’re going to get there with 100% buy-in from your stakeholders.
COACHING IS UNLOCKING PEOPLE'S POTENTIAL TO MAXIMISE THEIR OWN PERFORMANCE.
I can share lengthy studies and expert opinion as well as notes from very successful leaders and companies but you may already know who they are and what they say. Knowing how to apply these great examples in your company, is where I come in. And if you want those studies, I’ll send you those too - makes for interesting reading with many ‘a-ha’ moments.
Here are the Two Steps you will need to undertake when working with me to create change that results in higher performance in your company with happier employees.
STEP 1 - What do you want from Workplace Coaching?
- First and foremost - is your boss/board ready for change? Are all your senior managers open to change?
- What are your company Goals for change? Do you want a more productive company, making more money? Do you know that if your teams on the front line who affect this are not happy at work, they will not perform as you would like?
- Do you care about your employees, their personal needs, finances, their well-being? And I mean truly care, not just ticking a box!
Once we hash out questions like these, we then have an over-arching Goal in mind which we can work towards more clearly. We would then set up a a workshop with your senior management team and implement very effective leadership skills that will arm them with the tools they need to get the best results in what they do as well as their teams.
STEP 2 - What do you want from your employees and what are you going to do for them?
- This is a two-way process. You can’t just decide that you need to make more money without considering the people who actually make that happen for you.
- Ask yourselves these questions: Do you know what challenges exist in the productivity of your teams? Do you know that the needs of individuals differ i.e. a parent’s needs will be starkly different to a young first-jobber’s? How well do you communicate understanding to your employees or do you just take for granted that they need a job so they will just have to do it?
- How do you show your employees that they are valuable?
We can get too caught up in delivering excellence for our customers but if we’re not giving the same attention and care to our employees, we end up with low productivity, high staff turnover, costly mistakes and overall unhappiness both with front line teams and top leadership. It’s a literal downward spiral to misery if you let it happen without considering how your actions actually affect your company.
If you’re ready to get higher Performance for better results within your company, then contact me. We can have an initial impartial conversation to assess your readiness for change (I don’t just sign up clients for the sake of it, take their money and run!) It is of great importance and integrity to know if a client is ready for change.
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There is currently a growing awareness in people that is leading them to demand more involvement in the decisions that affect them at work, at play, locally, nationally and even globally. We see this behaviour in the Millennial generation and there are a number of studies and reports that back up this change in society's behaviour. Decisions traditionally made by authorities previously immune to challenge are now being called into question - something which many organisations are facing.
This demand for involvement and choice is a broad-based change in society as a whole and is often described as the shift from push to pull. The invention of the internet gives us access to what we want when we want (pull.) We have more choice. However, when we retrieve emails or go on the internet, the pushers have got there first with their multitude of pop-ups and dancing advertising.
A similar shift is occurring in managing people. You used to be able to tell or push people to do what you want but now, they expect and demand to be treated differently. This is not a retrograde step, as some diehard pushers would have us believe. It is the evolving consciousness of our collective society, of which we should be grateful as it holds the promise of higher performance possibilities.
Many organisations talk about empowering their employees but often times, it's their push that leads.
People are beginning to realise that this is not only what they want but that it can be had to a far greater extent than previously understood. Instead of feeling threatened, managers should realise that they can capitalise on this and give people responsibility, and that those people in turn will give their best. This way everyone wins.
An important reason for increasing responsibility at work is work-related stress. It is said to be reaching epidemic levels. A survey carried out by Minneapolis University revealed the leading cause of burnout was "little personal control allowed" in doing one's own job. The reason for this correlation between stress and lack of personal control is Self-esteem. The life force of the personality. Once suppressed or diminished, so is the person. Stress results from long periods of suppression. Offering someone choice and control wherever possible in the workplace acknowledges and validates their capability and their self-esteem. Thereby stress is eliminated.
"The Culture of Business has to change. Any new culture will have to deliver higher levels of performance, but also be far more socially responsible than ever before. No company will take these risks just for the sake of it. Culture change will be, and needs to be performance driven. Competition and growth are both losing their currency; stability, sustainability, and collaboration are gaining traction. Those companies and individuals who don't change their ways from what has been acceptable in the past to what will be acceptable in the future won't survive in our oversubscribed, fractured and unstable markets.
When the opportunities for promotion and pay increases are shrinking in most sectors, how does a business maintain, manage and motivate its staff?
Coaching for Performance is just what it says - a means of obtaining optimum performance - but one that demands fundamental changes in attitude, in managerial behaviour and in organisational structure." J. Whitmore