Category Archives: Coaching
Almost 20 years ago, I worked as a peer on a long-term project with someone who had the same management position I did, but supervised different members of the team. While we both had a firm a commitment to our organization, we often had different strategies for carrying out our roles.
He was louder, I was quieter. He was quick to make decisions, I took more time. He tended to think first about employees, I tended to think first about customers.
What happens when we learn new skills that take us out of our comfort zone? When we’re striving to be authentic, is it OK when we act with intention and forethought?
The Conscious Competence model, developed by Martin Broadwell in the late 1960s, offers a useful framework to address these questions.
In most areas where we face a challenge, we start out in Unconscious Incompetence (quadrant #1 above): We’re screwing up, and we don’t even know it. In the context of my work with coaching clients and MBA students, this usually involves difficulties in working relationships and interpersonal situations. We believe our behavior is having the desired effect on others, but it’s not–and we don’t even realize it.
This week, we dedicate the entire show to community questions about training.
Question from Jordan
I am a young manager (mid-20’s). My job requires training large amounts of staff on software and technology. Many of the staff are twice my age, and tend to ignore me when giving trainings. I’m, not sure if this is because of my age, or because I have only been with the organization for 5 years, and many of them have been here for 20+. Or perhaps it is because of the subject matter of the trainings? Do you have any suggestions on how to get through to them?
A few weeks ago I conducted a 1-hour webinar for HBR on Coaching Your Employees, and an archived video of my talk is now available. HBR has also produced a well-written 7-page summary of my comments [PDF, 480KB], and you can view my slides separately.
Thanks again to Angelia Herrin for inviting me to participate, to Lisa McMullen for her tremendous help and support, and to all their colleagues at HBR and Citrix/GoToWebinar who made it happen.
On this show, you’ll discover how to utilize knowledge management to collect, curate, and create in order to manage the information coming our way. Bonni joins Dave again to discuss these three important components of any knowledge management system.
“Knowledge management is a set of processes, individually constructed, to help each of us make sense of our world and work more effectively.” -Harold Jarche
Several years ago, a friend called for assistance with a training program to help their managers be more successful with employees. When we spoke over the phone, he briefly described what they wanted, and we agreed to meet.
When we got together, he began articulating the 4–5 key skills that they needed to address in a training program. The first one was coaching.
He talked about the importance coaching and why is was so necessary for their managers to get better at it. However, I realized that he was speaking generally about the term “coaching” and that I wasn’t getting a clear picture of what the problem was in the organization.