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 […]
The illusion that both parties to the conversation know what the other party wants is pervasive, and it sets the stage for plenty of frustrating exchanges.
When people start talking to you about the challenge at hand, what’s essential to remember is that what they’re laying out for you is rarely the actual problem. And when you start jumping in to fix things, things go off the rails in three ways: you work on the wrong problem; you do the work […]
…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.