Category: Learning and Development

how to reduce the impact of employee turnover

How To Reduce The Impact Of Employee Turnover With 3 Effective Strategies

Reading Time: 6 minutesPicture it: your team is humming along with most people in roles that suit them. You almost feel like things are on autopilot. You are grateful for your team’s work and are proud of their accomplishments. And then, it happens. One of your key players utters those dreaded words. “After much thought, I decided it’s time to move on.” And now, you’re in hiring mode to find new employees. Suddenly, the white space in your calendar is occupied with strategizing and troubleshooting. If you have support, you’ll likely ask your HR department to find the job description from when you hired the on-their-way-out individual. Or, your organization is faced with making difficult decisions about staffing levels and restructuring, which can lead to layoffs and increased turnover. By taking a proactive approach to managing labor turnover, businesses can minimize its impact and ensure the organization’s continued success. Managing turnover can become like a side gig when you have to replace a key team member. Leading through change or uncertainty can be daunting but also builds resilience. In the process, you may learn more about yourself as a leader and problem-solver than you thought possible. Instead of becoming overwhelmed and succumbing to stress, it can be helpful to break down the areas that require your attention and energy. By focusing on specific areas and prioritizing tasks, you can tackle them one by one, alleviating stress and improving productivity. Remember, some of these tasks may coincide, so managing your time effectively is essential. You can make your calendar your ally by using time-blocking and weekly planning strategies to prioritize tasks and ensure you can handle everything efficiently. Critical Areas Of Focus & Priority When Turnover Happens Negotiate The Last Day & Exit Strategy Even though the standard “giving notice” time has been two weeks, this isn’t always the only option. Depending on the departing employee’s exit timing, you may be able to negotiate some additional transition time. In cases where the employment relationship ends on a positive note, many people are willing to assist during the hiring and onboarding process of the new employee. This can help ensure a smooth transition for both the departing and incoming employees and minimize the impact of turnover within the organization. Leadership Tip: You want to build trust with employees at all times. Organizational loyalty is a real thing. When an individual feels loyalty to the team and the organization, they will be more likely to support the transition. Would the departing team member be open to reviewing the job description and providing any valuable insights or updates that may be appropriate? Having their input can be highly beneficial. As the person closest to the role, they can help refine the job description to improve the targeting of potential candidates. Can the exiting employee provide support during the hiring and search process? As you narrow down your options, involving the current employee in the selection process can be incredibly valuable. Their input on potential candidates can help ensure a seamless transition. Would they be willing to assist in the onboarding process for the new hire? While it may seem like a stretch, if the employee’s exit is positive, involving them in the onboarding process can be a dream come true for the new hire. An experienced team member can help the new employee confidently onboard, understand their responsibilities, and integrate into the organization. Questions To Help Improve Employee Exits And Transitions HUMAN SKILL PROGRAMS ARE HITTING LIMITATIONS…​ 5 THINGS THIS FREE RESOURCE WILL TEACH YOU Close the widening gap between learning and on-the-job application Overcome the tension of pausing productivity for development opportunities Integrate learning so it is actually in the flow of work The evolution of human skill development What Automated Coaching™ is and how it works. Prioritize Messaging To The Team Collaborating with the departing team member on messaging is crucial to ensure everyone hears directly from you. However, before communicating with the entire team, it’s critical to have a high-level transition plan that can be shared to reassure team members. Remember to communicate this plan in a live or live-virtual conversation or meeting (not email) to ensure that everyone can ask questions and receive immediate feedback. Before finalizing your communication about managing turnover or transition, consider the following factors that can impact the process: When Is The Timing Of The Transition: After finalizing this with the departing team member, let the rest of the team know what this will look like. This will help ensure everyone is on the same page and can prepare for changes. What Is Your Plan To Manage Possible Gaps: While it’s ideal to avoid burdening other team members during the transition, it’s not always feasible. Schedule dedicated time to collaborate with the team on navigating the change and workload effectively. Emphasize Your Availability To Support The Team: Often, your team will need reassurance. To do so effectively, it’s essential to work through your stress and seek support from your leader before the meeting. Offer support during the transition and schedule 1-on-1 meetings with key team members most closely affected. Managing The Transition And Hiring Process Your decisions must be informed and strategic during any reorganization involving people management. Avoid hasty decisions during the transition process by taking time to plan appropriately. Don’t rush to fill a vacant position; it is crucial to consider your options carefully and prioritize finding the most suitable candidate for the role. To effectively manage the gaps mentioned earlier, leaders must consider the following needs of the team. Indicate Which Strengths And Skillsets Are Crucial To The Role In partnership with the departing team member and other key team members, observe the strengths and gaps of the individual and the team using various assessments. What talents are necessary for the role? Which skill sets are needed to help balance the team’s current gaps? Use this information to identify which skills and talents are vital to the role and update the job description accordingly. Identify

how-to-motivate-employees

How to Motivate Employees: 6 Stages Where TD Leaders Build Engagement

Reading Time: 11 minutesResearch and Cloverleaf’s data across 45,000+ teams point to five conditions that consistently drive workplace motivation: The work draws on a person’s strengths. People are most engaged doing work that uses their natural energy — not work they can technically perform but find draining. They have clarity on what good performance looks like. Not just goals, but the specific behaviors that signal “you’re doing this well.” Their manager understands what energizes vs. drains them Personalized leadership scales when assessment data (DISC, Enneagram, CliftonStrengths, 16 Types) is activated in the manager’s daily workflow. Feedback lands as information, not as a threat to identity. Kluger and DeNisi’s meta-analysis of 607 studies found that one in three feedback conversations actually decreases performance — not because the feedback was wrong, but because of how it was framed. The team has shared behavioral language to navigate differences. Style differences read as personality flaws when the team lacks a common operating model. Validated assessments give teams that model. What’s missing in most workplaces isn’t motivation strategy — it’s the activation layer that operationalizes those five conditions across the employee lifecycle. In a recent study of 177 HR professionals by the HR Research Institute, 71% of organizations said leadership coaching is a strategic priority — but only 22% said coaching has actually improved performance to a high degree. The gap isn’t intent. It’s the missing infrastructure between the strategy and the daily moments where motivation either gets reinforced or doesn’t. This guide walks through six stages where TD leaders build that activation layer — and the specific moves that distinguish organizations getting motivation results from organizations producing strategy slides. Key takeaways Motivation is one component of engagement. Engagement is the behavioral signal that motivation is being sustained, not just intended. Motivating employees requires meaningful work and a supportive context. Strategy without context is motivation theater. Organizations can motivate employees at every stage of the lifecycle — but only when the lifecycle moments are connected to behavioral data, not isolated programs. A motivating workplace shows visible alignment between what the organization says it values and what its leaders actually do. The activation layer matters more than the strategy. Most orgs have the strategy. Few have the infrastructure. Get the 2026 AI coaching playbook for talent development to accelerate team performance. What’s the difference between motivation and engagement? Motivation is the driving force behind an individual’s actions. Engagement extends beyond it — engagement encompasses motivation plus the employee’s level of involvement, commitment, and connection to the company and its objectives. Put another way: motivation may inspire an employee to show up and fulfill the minimum requirements; engagement ignites a deeper level of devotion, contribution, and job fulfillment. Read the employee engagement strategy post for more on building a human-centered workplace. Two practical implications matter for TD leaders: A team member can feel motivated to complete their tasks but not actually engaged in their work. Motivation here is driven by the desire to finish — it doesn’t reflect the depth of investment.   The reverse is also true. An individual can be engaged in their work but lack direction or behavioral context from their manager — which is demotivating. This is the most common form of motivation loss in organizations: ready, capable people whose managers don’t understand them well enough to direct them effectively. Both gaps are activation problems, not motivation problems. They show up at specific moments in the employee lifecycle, and they’re closeable when the right behavioral context is present at the moment that matters. Try a Demo Request A Cloverleaf Coach Demo How to motivate employees throughout the entire lifecycle The framework is six stages: Attraction → Recruitment → Onboarding → Development → Retention → Separation. Each stage carries the same two questions: How do we communicate that we have a culture of motivation and engagement? How do we consistently deliver on that promise? Most organizations get the communication part right. The delivery part is where activation either works or doesn’t. Here’s what to look for at each stage. 1. Attraction — captivating top talent by showing what makes your organization unique Attraction begins with the first glance at a job posting. The question is what elements of your employer brand make a high-performing candidate say “this is the place I want to work.” Strong attraction strategies answer four questions: How does our employer brand communicate a culture of motivation and engagement — not just claim it?   How do our organizational features and benefits serve intrinsic and extrinsic motivation, and does our recruitment messaging align with that?   Why would a candidate choose our organization over a direct competitor for the same role?   How do we distinguish our attraction messaging from the standard “we value our people” version every other employer is running? Attraction is most effective when it’s specific to the kinds of strengths and working styles that thrive in your environment. Generic employer branding attracts a generic applicant pool. Specificity — about the work, the team, the kinds of behavioral profiles your culture actually rewards — attracts the candidates who will be motivated because the work fits how they’re wired. Challenge: Audit your current attraction content. Does it describe the actual lived experience of working at your organization, or does it describe the version your competitors are also describing? The difference is the only thing a candidate can use to choose. 2. Recruitment — demonstrating value through how you treat candidates Your recruitment process is one of the most honest signals you send about your culture. Every interaction — communication cadence, interview structure, decision turnaround, feedback to candidates not selected — is observable evidence of how the organization treats its people. Examine your hiring process end-to-end: How efficient and respectful is the communication between recruiter and candidate throughout the process?   How do the steps in the recruitment process value the time and experience of candidates, especially those still considering competing offers?   What measures are in place to handle interruptions or delays

Employee Engagement Strategy For A Human-Centered Workplace

Employee Engagement Strategy: Human-Centered Workplace

Reading Time: 9 minutesResearch suggests that a dismal 15% of employees worldwide actively engage in their place of work. This is unfortunate, as findings suggest that engagement is related to a host of beneficial outcomes, including performance, job satisfaction, and organizational commitment. Over the last decade, we’ve come a long way in figuring out how to measure engagement. We’ve also made great strides in figuring out how actually to increase employee engagement. The challenge, however, lies in the execution. Organizations that do it well will experience the greatest return on their investment. Concerning this, outlined below are several aspects of implementing a successful employee engagement strategy. You’ll also find the nuanced difference between engagement and motivation, along with evidence-based recommendations of the specific metrics and drivers of engagement to ensure you get it right with your team. What Does Employee Engagement Mean? The most widely-cited academic definition of engagement is a positive, fulfilling work-related state of mind characterized by three dimensions: Vigor – high energy and mental resilience Dedication – a sense of significance, enthusiasm, inspiration, pride, and challenge Absorption – being fully concentrated and deeply engrossed in one’s work. Interestingly, organizational settings often provide a broader conceptualization for understanding engagement factors. Feeling energized at work through vigor, dedication, and absorption is one of four formative engagement indicators. The other three are: feeling a commitment to the organization, identifying with the organization, and feeling satisfaction from their job. With this conceptualization, engagement is not just how the employee feels while working but also their relationship with their job and organization. This broader context helps explain why engagement surveys ask about much more than just energy at work. SIDE-BAR: Is engagement the same thing as motivation? Many people confuse engagement with motivation. Technically, engagement is one form of motivation, assuming that engagement leads to some change in behavior (e.g., more effort, more prosocial behavior, etc.). However, more clearly understood, motivation considers a process whereby the intensity and persistence of a targeted effort are observed. Therefore, when organizations refer to engagement, energy, job satisfaction, organizational identity, and organizational commitment, it is a combination of factors representative of heightened motivation. HUMAN SKILL PROGRAMS ARE HITTING LIMITATIONS…​ 5 THINGS THIS FREE RESOURCE WILL TEACH YOU Close the widening gap between learning and on-the-job application Overcome the tension of pausing productivity for development opportunities Integrate learning so it is actually in the flow of work The evolution of human skill development What Automated Coaching™ is and how it works. Which Engagement Metrics Are Most Important? When implementing engagement surveys, you need to consider two metrics: dimensions and drivers. The first and most apparent set of metrics entails measures of the four dimensions of engagement. The 4 Dimensions Of Engagement Energization: the amount of inspiration, enthusiasm, and intensity an individual draws from immersing their self in their work Commitment: the amount of care and dedication an individual feels toward the organization Identification: the amount an individual believes their work organization aligns with their values and things they deem to be meaningful Satisfaction: the amount of contentment and fulfillment an individual experiences as a result of their work. This baseline for measuring engagement helps increase understanding so that you can track whether certain engagement metrics are increasing or decreasing across time. The second set of metrics entails the predictors (also called drivers) of engagement. Or, in other words, the actual levers that are causing engagement to increase or decrease. Across an assortment of organizations that offer employee engagement tools, their internal research suggests that some of the most critical drivers of engagement include excellent leadership, career-growth opportunities, non-toxic work environments, and collaborative teams. 11 Effective Drivers Of Engagement In The Workplace High-Quality Leadership Leadership & Career Development Opportunities Meaningful Work Work-Life Balance Inclusion & Belonging Healthy Work Cultures Recognition Feedback Autonomy & Empowerment Supportive Team Members Equitable & Competitive Compensation SIDE-BAR: Any guesses on which predictor is consistently one of the most impactful drivers of engagement? Supportive leadership. Employees that have leaders or managers that are respectful, transparent, and supportive is the clear winner. Additionally, a recent predictor is a significant consideration concerning an employee engagement strategy: time affluence. Post-pandemic, employees are beginning to express that they want more than work-life balance but also tools (e.g., high-quality virtual meeting tools) and systems (e.g., work-from-anywhere or work-anytime) that facilitate employees’ ownership of when and where they’ll work. 7 Ideas To Create An Employee Engagement Plan 1. Provide a leadership development program for managers and supervisors to assist with upskilling leadership within your organization. 2. Implement opportunities for personal development in the workplace to strengthen leadership and career skills by supporting training unique to team members’ roles. 3. Provide coaching opportunities for employees to help them grow personally and professionally. Cloverleaf serves daily Automated Coaching™ tips that help employees increase self-awareness and emotional intelligence, fostering a physiologically safe workplace and team effectiveness. 4. Offer remote work options, including the ability to work from home or other remote locations and flexible schedule options, to empower employees to manage their work and personal commitments better while still achieving their job responsibilities. 5. Facilitate open communication among employees by implementing the following strategies: Encourage two-way communication between management and leadership and among teammates. Practice transparency by sharing information about the organization’s goals, plans, and performance to build trust and understanding. Encourage collaboration by creating opportunities for cross-functional teams, project-based work, or group problem-solving. Use technology like Slack and 15Five to facilitate faster and easier communication. Celebrate teamwork by recognizing and rewarding teams and individuals who work together, support one another, and model your organization’s values. Work hard to clearly communicate the organization’s mission and values to employees and ensure that their work aligns with these goals. Facilitate regular, timely, and constructive feedback. 6. Recognize and reward employees for their contributions to the organization. Use a tool like Bonusly that includes both formal and informal ways to acknowledge and appreciate team members. 7. Provide employees with equitable and competitive compensation packages aligned with their skills and experience. Regularly review and adjust compensation packages to ensure they

7 Future Workplace Trends That Are Shaping A New Experience

Reading Time: 4 minutesThe key defining factor of the future workplace experience is a more human experience. It has less to do with the built environment and everything to do with the culture that we create that puts humanity at the center of decision-making, process, technology, and strategy. The global economy (and even starker in the US) has undergone a massive transition to a knowledge-based economy. This shift can be easily illustrated by the chart below, demonstrating that the value of the S&P 500 has moved dramatically from hard assets to intangible assets – value is created by taking team strengths, skills, and experiences and combining them to create value. Inside You’ll Learn:​ Free Playbook For Creating An Engaging Employee Experience even During Challenging Times What The Future Workplace Looks Like​ How To Activate Emotional Intelligence Within Your Team Factors Of Employee Motivation Strategies For Employee Engagement A Hybrid Work Model For Collaboration, Flexibility, & Fulfillment The Power Of Coaching In The Workplace How To Reduce The Impact Of Labour Turnover 7 Factors That Are Changing The Workplace 1. Tasks Are Increasingly More Complex Many modern workplaces require employees to work on complex tasks requiring diverse skills and knowledge. Collaboration allows employees to pool their expertise and work together to find solutions. 2. Adaptability Requires Innovative Efforts A culture of collaboration encourages the sharing of ideas and fosters an environment conducive to innovation. When people work together, they can build on each other’s ideas and develop new and creative solutions. 3. Speed and Efficiency Are More Accessible The ability to promote information sharing can help reduce duplicated efforts and streamline processes. Additionally, collaboration allows for delegating tasks to team members who are best suited for them, which can help optimize the use of resources and increase efficiency. 4. The Workforce Is Globalized With the increasing globalization of businesses, collaboration is essential to effectively communicate and work with people from different cultures and backgrounds. 5. Remote Work Is Normal The remote working trend is increasing, and many companies are now hiring employees from different locations. Collaboration tools and technologies make it possible for remote teams to work together effectively, despite the physical distance between team members. 6. Employees Care About More Than Just A Paycheck Employees today also care about work-life balance, flexibility, and the opportunity to grow and develop their skills. In short, employees want to feel that their work is not just a job but an extension of who they are and what they stand for. 7. An Emphasis On Well-Being Burnout is becoming a significant problem in today’s fast-paced, high-stress work environment. As the understanding of the impact of mental health on overall well-being has grown, organizations are recognizing the importance of creating a workplace culture that prioritizes employee well-being. Because of these broader factors, the future workplace experience has to put humanity first. This means a stronger focus on how we work and, more importantly, how we work together. The Future Workplace Experience Demands Collaboration The future workplace experience is less about a physical experience and more about an emotional experience that supports the employee’s well-being. One that fosters trust and creativity to elevate individuals working with others in a collaborative environment to create something valuable for the world. Bruce Springsteen said the following about teamwork concerning his band managing the creative process in collaboration. A rock band is a social unit based on the premise that all of us together is greater than the sum of our individual parts. We can achieve something that we could not achieve alone, and together higher ground awaits. While in our band, the songs and vision are mine; the physical creation of that vision into a real-world presence belongs to all of us. We are a band. The joy I feel when working with our band is hard to describe. Ideas tumble around the room; people talk over one another, there are false starts and stops, and confusion often reigns. And then suddenly… dynamite. Like a band creating music together, collaboration allows us to create something truly valuable for the world. Teams open themselves up to new perspectives and ideas when they work together. This collaborative process is not only productive but also fulfilling. It’s not always easy; the process can be messy and chaotic, but the result can be exceptional if teams push through it. Collaboration is not only a means to an end; it’s a way to connect, grow, and achieve more than we ever thought possible. A winning workplace experience establishes a culture conducive to sharing ideas, working together, and flexibility to support efforts that are cognitive by nature.  7 Essential Characteristic Of The Future Workplace 1. DIVERSITY The raw materials for value creation are unique viewpoints, lived experiences, ways of processing information, and new perspectives. 2. INCLUSIVITY It isn’t enough to be diverse; leading companies find a way to celebrate and meld these differences into a winning formula. 3. ADAPTABILITY Organization structures must allow for quick adjustments and a flexible decision-making process that allows for rapid iteration. 4. INDEPENDENCE Proactive performance allows employees to work from anywhere, anytime, as long as they meet their objectives and deliverables. 5. EMPOWERMENT The rise of agile approaches and self-managed teams isn’t coincidental – they were born of necessity as they empower employees to take ownership of their work, make decisions, and take the initiative, which leads to increased creativity, productivity, and job satisfaction. 6. TRANSPARENCY Trust is a key currency of collaboration. It is the grease that makes the gears turn. Transparency is a fundamental building block for trust. It is essential for fostering an environment of mutual understanding, respect, and open communication, where all team members can work together effectively towards common goals. 7. EMPATHY An emotionally supportive environment isn’t just an organizational expectation; it is a relational expectation of managers and peers to understand the challenges particular to the things that make us human. https://youtu.be/HrJxq0TwmnM?si=o3dM9kKhrKHQke6H The future workplace experience is less about a physical environment and more about a

Cloverleaf® Partners With The Ken Blanchard Companies®

Cloverleaf® Partners With The Ken Blanchard Companies® To Help Teams Love Working Together

Reading Time: 2 minutesCINCINNATI – November 09, 2022 – Cloverleaf, an Automated Coaching™ technology designed to bring out the best in workers and teams, is partnering with The Ken Blanchard Companies® to bring more coaching resources to work teams and companies.  The Ken Blanchard Companies® define coaching as focused conversations that accelerate performance and development. With Blanchard’s coaching methodology and personal and team insights, and daily coaching from Cloverleaf, people are more likely to achieve their goals.   “Leveraging the power of Cloverleaf to augment Blanchard leadership development programs and coaching is such a great way to keep the momentum, reinforce new skills to become habits, and support teams as they develop along the continuum to high performance. The ease of having data in one place to better understand yourself and others is so powerful. We see this as a truly symbiotic relationship in which our solutions truly complement each other,” says Lael Good, Director of Global Consulting Services at The Ken Blanchard Companies. According to Darrin Murriner, CEO of Cloverleaf, “The partnership with The Ken Blanchard Companies® will help us to offer more well-rounded coaching to our current and prospective Cloverleaf users. The rich content provided by Blanchard will help individuals and leaders to build relationships, develop leadership skills, overcome challenges and achieve their goals.”   Curated articles, blogs, podcasts, and research from The Ken Blanchard Companies are now available to users as part of the Resources Feed within the Cloverleaf platform. Start your 14-day team trial at Cloverleaf.me. About Cloverleaf® Cloverleaf is a powerful coaching tool that unleashes people to do their best work, together. Cloverleaf’s technology sends personalized, meaningful coaching tips that leverage respected psychology data from assessments like DISC, Enneagram, and Strengthscope. With a few sentences a day, we help every person tap into their unique value, build understanding, and improve collaboration. Cloverleaf integrates seamlessly into the systems teams already use every day, including Google Workplace, Microsoft 365, and Slack. Companies like HP Enterprise, Kroger, and Monster Energy have already turned to Cloverleaf to maximize their organization’s talent. Every month, Cloverleaf sends out millions of tips to more than one million users, 21,000 teams, and hundreds of coaches, helping people at the world’s best companies thrive at work. Start a free trial for your team at cloverleaf.me. The Ken Blanchard Companies® The Ken Blanchard Companies is a global leader in management training, consulting, and coaching. For more than 40 years, Blanchard has been helping organizations develop inspired leaders at all levels and create cultures of connection that unleash talent and deliver extraordinary results. Blanchard’s SLII ®  powers inspired leaders and is the leadership model of choice for more than 10,000 organizations worldwide. Blanchard also offers a suite of other award-winning leadership development solutions through flexible delivery modalities to meet the specific needs of its clients. Learn more at www.kenblanchard.com. HUMAN SKILL PROGRAMS ARE HITTING LIMITATIONS…​ 5 THINGS THIS FREE RESOURCE WILL TEACH YOU Close the widening gap between learning and on-the-job application Overcome the tension of pausing productivity for development opportunities Integrate learning so it is actually in the flow of work The evolution of human skill development What Automated Coaching™ is and how it works.

How To Create Coaching Moments At Work That Improve Results

Reading Time: 6 minutesThe coaching industry is a dynamic and colorful industry. It has given us the likes of Tony Robbins, Marshall Goldsmith, and Sheila Goldgrab and helped millions of people discover who they are and how to succeed in whatever chapter of life they are in. Though coaching has made its way into the mainstream and adopted new and innovative approaches to engaging with coachees, the model most coaches use to facilitate coaching moments hasn’t changed much in the past generation. Most training and development resources still rely on information consumption models that are still susceptible to the forgetting curve hypothesis, which indicates that people’s memory, even of valuable information, will atrophy over time (and often very short periods of time) without good practices to retain it. Plus, many assessment tools still use underlying research and analysis from Carl Jung and haven’t evolved much other than newer and fresher coats of paint (think colors instead of numbers, birds or animals instead of letters). Even the coaching industry’s approach hasn’t changed much over the decades. Hourly sessions, at regular intervals, followed by the occasional check-in for accountability. Valuable coaching conversations can lose momentum because they are confined to limitations familiar to common coaching approaches. However, in the moment coaching, especially within the workplace, is in greater demand and more relevant than ever. Why Are Coaching Moments At Work So Valuable? A coaching culture creates opportunities for managers and peers to help develop one another’s skills and performance. Coaching is invaluable if an organization is to achieve its goals. It should be part of the continuous employee performance management by managers to maximize the potential of the employees. – quantic.edu The benefits of a coach helping a team or individuals work through challenges can impact results that extend throughout the entire organization. People are complex, and the best coaches consider context, realizing that every situation is different and requires nuance. At Cloverleaf, we love coaches and believe strongly in the value they can provide to a team. But also believe it worth acknowledging that there are shortcomings to traditional coaching models that coaches and leaders need to consider.  HUMAN SKILL PROGRAMS ARE HITTING LIMITATIONS…​ 5 THINGS THIS FREE RESOURCE WILL TEACH YOU Close the widening gap between learning and on-the-job application Overcome the tension of pausing productivity for development opportunities Integrate learning so it is actually in the flow of work The evolution of human skill development What Automated Coaching™ is and how it works. 3 Challenges To Traditional Coaching Models: Scalability Providing a human coach for everyone in the organization is cost prohibitive, and finding or training enough available coaches is difficult. Not to mention that there are diminishing marginal returns if everyone had a coach. Timeliness A once-a-month connection between an individual and their coach can restrict relevant, timely coaching specific to the immediate problems that managers, leaders, or individuals face throughout their days/months. Measurable Impact Proving and improving impact has been a challenge for the industry.  Often, even the best coaching relationships may only make the coachee feel better that they are doing something to improve themselves. But what about the ability to verify clear, measurable outcomes that indicate organizational results? Measurement is another critical area where there hasn’t been much innovation in coaching solutions. Solving these three significant problems requires defining the long-term goal of coaching in the workplace. What Is The Goal Of A Coaching Moment? When I ask people in our network about their experience with a coach, they will often recall the last coaching session and point to some insight or discovery gained during that session. Next, I follow up with a question about frequency – specifically, how many of these insights they typically encounter during an average 1-hour session. They may pull out a notebook and reference 3-5 bullet points of takeaways. Typically, to measure the impact of those 3-5 insights, one could consider several points of impact: Leadership effectiveness Performance reviews 360 scores While these are important indicators, the measurable impact of the coaching is limited because they only reflect a point in time concerning the individual (often without ongoing measurement or prone to inconsistent measurement over time.) Plus, there are several additional factors (pay, relationships, proximity to the work, etc.) that can skew the results. There is room for improvement. At Cloverleaf, we have a North Star that guides our measurement of successful employee coaching to ensure it is precise and worthwhile. It also influences all the product features and market decisions we make. We call this North Star – ‘Successful Coaching Moments.’ The goal of every coaching moment in the workplace should be to improve emotional intelligence, collaboration, and organizational impact. To determine our proximity to reaching this North Star, we measure the following elements (like any good North Star metric): Reach or breadth of people (known internally as coached users) This element reflects how many team members or employees within an organization are impacted by Cloverleaf’s Automated Coaching™. Depth or levels of impact (known internally as successful coaching per day) Unlike most coaching practices that depend on the 3-5 insights gathered within a 1 hour per month session – Cloverleaf’s typical user experiences, on average, nine successful coaching moments per day. Frequency (known internally as days coached per month) Cloverleaf can help you reach clients and teams daily. Rather than waiting weeks until the next coaching session, coaches can foster consistent development to keep their clients on track. Measuring the reach, depth, and frequency of the coaching at work teams’ experience provides context that can ensure ongoing coaching in the workplace is happening and that users are less susceptible to pitfalls like the forgetting curve or slow progress. At this point, the big question you may ask yourself is, ‘how do we know if in the moment coaching tips are successful?’ After all, that is the key to overcoming the current shortcomings of standard approaches to coaching and capturing true impact. Further still, how can we ensure that results are accurate