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Coaching for Performance Coaching for Performance Self-Insight Team Development

Can a Coachee NOT be Coached?

My first challenge took me to a realization that marked a huge difference for me as a Leadership Coach.

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Building Positive Working Relationships Coaching for Performance Driving Execution Driving for Results General Leadership Managing Available Resources Team Development

Execution and Extreme Ownership The DIG/SET/SPIKE Principle

 

Over the last 2 years, I have been blessed with the wonderful opportunity to lead an operational execution team and we have managed to put together a group of fine professionals. They combine knowledge and experience but also curiosity for improvement and a hunger for growth. It has reached a point where we need to stop and look around and reflect. The conclusion I have reached is that we dedicate ourselves to execute plans that are being handed to us… right?  More reflection is needed to find the real purpose:  We hold in our hands the service delivery promise to our clients. Suddenly a job with no apparent complexity has become one with the highest possible stakes.

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Building Organisational Talent Building Positive Working Relationships Change Leadership Cultural Interpersonal Effectiveness Developing Strategic Relationships Driving for Results Leadership Influencing Prepare the Ground Team Development The Role of a Leader – Performance & Engagement

Leadership is wearing high heels shoes and stepping strong.

Do you classify jobs by gender? What is your first reaction when you learn that the General Manager of a Regional Marine department is a female?

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Building Positive Working Relationships Nurture and Grow Prepare the Ground Sow the Seed Team Development The Role of a Leader – Performance & Engagement

Employment Engagement – A Vicious or Virtuous Cycle?

Employee Engagement – how do you go about it? Is it an annual event or integrated part of your culture?

Gallup recently published a report stating that only 15% of the global workforce is engaged.

 ‘Worldwide, the percentage of adults who work full time for an employer and are engaged at work — they are highly involved in and enthusiastic about their work and workplace — is just 15%. Though engagement levels vary considerably by country and region, in no country does the proportion of the employed residents who are engaged in their job exceed about four in 10.’

It is undoubtedly a very alarming finding. So, who is responsible to raise Employee Engagement? The common answer is the manager. I do, however, agree about it partially. To me, it is a team effort. Everyone holds responsibility in it and following are my reasons.

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Team Development

Celebrate Team Success


As the team leader you are always looking for and leveraging opportunities to motivate, celebrate and reward successful team performance. But your team is made up of individuals. This means you need to spend time understanding the makeup and motivation of the team members. It’s not just the skills, experience and knowledge that each team member provides; but how that person makes a productive contribution within the team, and interacts with other members in a positive way that will ensure the team is effective. When you understand and observe this you will have something to celebrate. But what are you looking for? How can you test this? What are the coaching questions you can ask?