The 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.
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.
The future workplace experience is less about a physical environment and more about a culture that puts humanity at the center of decision-making, process, technology, and strategy.
The shift towards a knowledge-based economy has led to a greater emphasis on collaboration and knowledge work, requiring leaders to adapt their management approach and create a culture that fosters trust, creativity, and innovation. Embracing these values to create a more human-centered workplace can result in greater efficiency, improved performance, and better business outcomes.
It is now a non-negotiable to foster mutual understanding, respect, and open communication, where all team members can work together effectively towards common goals. By embracing these values and practices, leaders can create a workplace that present and future employees more willingly embrace.
CINCINNATI – 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...
- 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.
The 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...
- 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 and not impacted by several other factors? How do we PROVE that Automated Coaching™ is successful?
How To Know If Coaching Moments Are Successful Within Your Team
The best way to determine if coaching is successfully impacting your team is by using data that can indicate an increase in emotional intelligence, improvement in collaboration, and organizational performance.
Additionally, gaining a pulse on team culture and how applicable the coaching is can help leaders accurately assess the value of in the moment coaching.
With Cloverleaf, coachees can rate every piece of coaching content. With each coaching tip, we ask simple questions like, was this coaching helpful? This immediate feedback is a starting point for users to provide even more context concerning the effectiveness and relevance of the coaching they receive.
Next, team members can respond to additional contextual questions concerning why that coaching was helpful or unhelpful.
All of these data points are significant because they offer insight that correlates with the team and organizational sentiment, relevance to their role, and the ROI of Automated Coaching™.
The Big Question
The most important question is, how do we know that Automated Coaching™ improves emotional intelligence, team effectiveness, or belonging?
Cloverleaf’s Chief Research Officer, Scott Dust, runs regressions against the data to isolate the impact of Cloverleaf on outcomes, and here are some of the results.
Our monster pilot data essentially says that as the number of coaching moments increases, so does the increase in (a) team effectiveness, (b) feeling recognized by team members, and (c) feeling as if one’s strengths are valued by others.
These are great results, and we plan to further extend this analysis. We believe that Cloverleaf (an Automated Coaching™ solution) when used in conjunction with a human coach, can take employee and organizational development to even greater heights.
Cloverleaf is helping People Strategy Leaders change how they develop their leaders. Scaling coaching opportunities for leaders and managers is possible with access to popular validated assessments, personalized dashboards, and in-the-moment coaching tips.
Discover why Cloverleaf is the all-in-one tool for boosting emotional intelligence in the workplace. Schedule a demo to learn more about Cloverleaf ‘s impact on leadership development, managerial effectiveness, and driving behavioral change.
While providing an orientation to new employees recently I had a realization about something that makes Cloverleaf’s company culture unique.
Around the room was a UX Designer that was most recently a Spanish teacher and a Product Marketing Manager that was previously an attorney….or at least passed the bar even if he didn’t practice law.
While a fun story that may not be a spectacular indicator of a great company culture but when you consider that the person that runs Customer Success for our coaching community spent 10 years as a construction accountant or our VP of Engineering was a former architect or that even I started my career as a Risk Manager then you have a trend that communicates something about how we see talent and could inform how you should think about talent.
When we started Cloverleaf, to communicate what we wanted to create I would draw 3 circles in a Venn diagram. I would talk about how the market would focus on just experience, but that there were these other factors that were key to success in a role. This near single-minded focus on experience has the effect of shrinking the candidate pool and keeping organizations from top talent. Instead, we wanted to create a way to provide insight into all areas of human performance including values, behavior, and strengths.
Why do we have all these people that have undergone somewhat extreme career transitions? That isn’t a prerequisite to work at Cloverleaf, but rather it speaks to how we let core values be a driver in the hiring/selection process.
One example of this is using exercises or challenges as a part of the hiring process that looks at how candidates solve problems. Candidates that have had multiple careers often look at problems differently. They don’t fall into the same patterns of how things were solved previously and they always ask different questions. They are truly curious about problems and potential solutions. This is a necessary trait when building a new market segment or dreaming up approaches to new problems.
Our product helps bring transparency and data to areas of individual, team, and organizational performance. And you can literally see this curiosity for growth when you look at our team on the Cloverleaf product. The Learner® strength from CliftonStrengths® is our second most prevalent strength with a full third of our team having this as a top strength. A full half of the team has either Love of Learning or Curiosity as a top VIA strength and a third of the team has Critical Thinking as a top Strengthscope strength.
If you want to be more strategic about the culture you are creating for your team get started with a free team trial.
For some reason when you think of feedback examples you’ve received from a manager, one might instantly be transported back to a time in grade school when we were summoned to the principal’s office. No matter how old you are, that memory always sticks with you.
As a leader, feedback is NOT about getting anyone “in trouble.” While feedback can be positive or constructive (as opposed to negative feedback) the goal of employee feedback should always be to contribute to team members and the company culture. It’s part of taking on the role of coach; not just boss. It includes performance management, communication skills, and work styles.
When To Give Feedback
One of the most critical things about how to give feedback is WHEN you give it (whether it’s constructive feedback or positive feedback). Follow these simple guidelines:
Give feedback as CLOSE to the relevant circumstances as possible: Holding onto feedback is a disservice to the team member and gives you one more thing to juggle on your calendar. Time may not always allow for it to be in the moment, but delivering the feedback in a timely manner (one week or less) is better than just waiting for the next performance review.
Know the time AND place: Never give constructive feedback to someone in front of others. Period. Always make sure you are in a private space to share constructive feedback. Remember, the person you are about to talk to could be having a 3rd grade flashback, so be kind.
Read the room: Take into consideration your own state of mind, frustration level, and the wellbeing of the rest of the team. (i.e. don’t give constructive feedback if you are annoyed or if the person is visibly upset or feeling it and about to lose their lunch.)
How To Give Feedback
Feedback is not a two-word sentiment. It’s not “good work, thank you, nice job, or stop that!” Sure, we should say thank you but giving good feedback requires giving SPECIFIC feedback. It’s about what happened, what didn’t happen, what went right, what went wrong and even what can be done better next time.
Before we even get into the “meat” of the feedback, let’s start at the beginning. Choosing HOW to start a feedback conversation can set the tone for the entire conversation and employee experience.
Feedback is what you say…
Examples of Positive Feedback:
“I’d love to share some good news with you.”
“That was an incredible presentation, let’s unpack all of what worked.”
“I’ve really noticed the extra effort and creativity you’ve been putting into this current project, let’s talk about what’s working.”
What to notice: All of these statements imply there is something MORE to discuss, share, and give positive feedback about. Feedback is a conversation not a one time ATM deposit.
Examples of Constructive Feedback:
“There’s something I want to go over with you about our current project. Let’s put our heads together. “
“I’ve noticed that some of your work isn’t at the level of detail that it usually is. Is everything ok?”
“We obviously need to discuss the disagreement that you and Sue had in the meeting. Where would you like to start?”
What to notice: These types of feedback seek to create common ground and partnerships. They are inclusive, not handing down some disciplinarian edict from on high. When you include the person as an active participant in the conversation, feedback examples like this are easier for others to receive.
…AND how you say it
The HOW you say it is a combination of things like tone, body language, facial expression, and even volume. Here’s a list of do’s and dont’s.
Do
Smile when appropriate.
Be at eye level (either both seated or both standing).
Watch your resting “you-know-what” face.
Avoid the eye roll entirely.
Inject humor when appropriate. It’s ok to laugh!
Ask if the person has any questions.
Don’t
Raise your voice. Ever. (1950 called and wants their management style back)
Avoid admitting anything that might be your responsibility.
Interrupt. Just listen.
Go on and on and on. Make sure it’s a dialogue.
Do anything else while delivering feedback. Your exploding inbox can wait.
Try to remember all of these things. Just be authentic and real.
Here are some real feedback strategies that work:
One of the most popular models for giving effective feedback that has stood the test of time is the STAR model. For those of you who like acronyms and easy to remember words you can keep in your back pocket, this one’s for you:
S = The Situation
T= Task
A= Action
R= Result
The STAR Model For Giving Positive Feedback
S = You’ve really gone the extra mile and done the hard work with the Smith account.
T= When they threw that last minute pivot at you..
A= You knew exactly what information to pull in to improve the situation.
R = Our main contact was thrilled and is planning on expanding their contract with us.
The STAR Model For Giving Constructive Feedback (with a twist)
S= I know things have been stressful since Sarah left our team..
T= And I realize that you were struggling with this last project..
A= It felt like you rushed as we got towards the deadline instead of asking for support..
R = Which means we have a few things to double back to make sure we have all the bases covered.
In SOME feedback models, it is suggested here that the manager GIVE direct reports the alternative result, but what can be even more powerful is to apply a coaching technique.
Follow up this constructive feedback with a coaching question.
Here are a few examples:
Is there something I could have supported you with?
What would you do differently next time?
How can the team better support you in the future?
What do you think is the best place to start in “Q-Aing” the project?
Whether you are delivering a bouquet of compliments or have to discuss some difficult constructive criticism, simple tweaks to how you approach giving regular feedback can go a long way with employee engagement.
What matters the most is how someone feels once they walk away from the conversation.
In the words of Maya Angelou, “I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.”
Use Cloverleaf to put this into practice; visit your dashboard now.
If you’re a leader ready to learn practical management skills that utilize coaching to develop your team, check out the Boss To Coach Playbook.
In support of a coach approach to managing performance, Gallup® shares: “Today’s employees want a manager who is invested in their personal and professional development. They want frequent feedback — and opportunities to do more of what they do best.”
So how can you offer continuous, real-time feedback that helps empower and motivate team members to help them do more of what they do best?
Performance Management Tools For New Managers
Your 1-1 Meeting Cadence
To evolve past a performance management system that relies heavily on “event-based” performance, it’s vital to have some regular meeting cadence with your team members. While every organization may have different performance management tools (and some may have none at all), it’s up to you to lead the way in your 1-1 meetings and ensure they are valuable.
Depending on the size of your team, your 1-1 check-ins may be weekly, bi-weekly, or at least monthly. The important thing here is that every conversation is an opportunity to develop employee engagement and employee performance. It’s the ongoing practice that makes the difference.
During your 1-1 meetings, It’s not uncommon to focus on urgent pressing matters that relate to the day-to-day of your work. However, a good practice to develop is to allow 25-30% of your meeting time for real-time individual employee development. This might mean setting or following up on goals, or even creating new ones as old ones are accomplished.
Speaking of goal setting….
Some companies may require setting annual employee performance goals that will come up on performance reviews. Annual goals sound great in theory, but there’s a reason why New Year’s resolutions don’t work. Feel free to Google this one to your heart’s content, but consider that goals with shorter timelines have a much higher chance of reaching the finish line.
Monthly or quarterly employee goals that support performance can be both DIRECT or INDIRECT. For example, Direct goals may relate specifically to a person’s role or function. INDIRECT goals may be general professional development activities that help a person to develop skills or behaviors that help to support career advancement.
For Example:
DIRECT: Close 30% of current warm sales leads into paying customers.
INDIRECT: Participate in an optional communications training with the Learning & Development team.
Notice these goals are pretty specific. Goals never include terms like “more, better, or try to…” A productive goal has to be connected to a specific result or event.
When taking a coach approach to performance goal setting, remember not to insert your own agenda. When your team members design their own goals they’ll exert a certain level of ownership over them. As you coach individuals to set goals, support them in designing action steps to help get them there. Don’t forget to ask how you can support them as their manager.
The art of the follow up
The key to supporting goal accomplishment over time is following up. This isn’t school and you aren’t checking homework. You’re leveraging coaching here to check in on progress. You’re also inquiring about where you can continue to support goal achievement through continuous feedback.
Following up is a type of continuous performance management that also reveals when goals need to be tweaked or changed. Projects and initiatives pivot and change course all the time. This may change direct performance goals or organizational goals. As you follow up, you’ll be able to help your team make goals customizable as needed.
Opportunities to improve skills may also arise as your team seeks to develop their own career. As a bonus tip, make sure you are aware of the training and development plans and opportunities your organization offers. This allows you to have them in your back pocket for the perfect time.
Following up is about consistency. Do it often and listen for where you can make a difference.
Coaching Strategies For Effective Performance Management
As a leader, it’s important for you to tap into your team members’ highest potential. There are certain scenarios where it’s up to you to listen for what’s possible. Here are just a few coaching solutions:
When it might benefit the individual to stretch themselves: “I know you can knock this month’s OKRs out of the park. If you think about what you did last quarter, what outcome would really motivate you?”
When an individual does NOT accomplish a performance goal: “Let’s take a closer look at the metrics so you can refocus your goal. What worked and what didn’t work? How can I support you?”
When you sense a professional development opportunity can advance a goal: “I know you mentioned you’d like to become a manager someday. Of the trainings available to our department this quarter, what is one that interests you the most to support this goal?”
When a goal needs to pivot: “What adjustment to your current goal would make the most difference?
So what is the rewarding part of all of this we alluded to earlier? Watching people grow, achieve and expand IS inspiring. Seeing the people you lead challenge themselves, and knowing you played a small supporting role can be extremely satisfying. So think of your team as a blank canvas of opportunities to contribute to and put these performance management tools to work. They might just come back and thank you later.
About Stephanie Licata
With more than two decades of leadership and management experience, Stephanie Licata is a skilled professional coach, adult learning specialist, consultant and speaker. She has trained thousands of leaders and managers in the art and science of coaching as part of large-scale projects to develop coaching cultures within organizations. Stephanie received her professional coaching certification from New York University, and is also certified at the ACC level with the International Coaching Federation. She holds a BS in counseling and a Masters in Organizational Psychology from Columbia University.
Download the Cloverleaf Assessment Guide
- A comprehensive list of the assessments that Cloverleaf offers
- Summary of each assessment and what insights you get
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HUMAN SKILL PROGRAMS ARE HITTING LIMITATIONS...
- 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.