Flight Crew in Cockpit

Managers – Build a Culture Like an Aviation Flight Crew

4 Best Practices to Safely Land Your Business Plane in 2019

Analysis of many commercial flight disasters concludes that faulty communication between the flight crew and captain, not mechanical failure, led to tragedy.  In other words, first officers and flight engineers had critical information of concern but failed to communicate that information in a direct and effective manner. CRM (crew resource management), in part, aims to train flight crews to assertively and respectfully speak up when they possess critical data. Averting disaster is achieved at the intersection of quality communications, leadership, and decision-making.

Managers, like flight captains, need to create psychologically safe environments that encourage reps to share real time data and concerns. In a VUCA (volatile, uncertain, complex, ambiguous) world, a rich flow of relevant information enables collective sensemaking to occur.

“Business agility is creating a learning organization this is faster and better at learning about themselves and their customers.”

-Jason Bloomberg (Forbes)

Managers – Create a CRM-like work culture by implementing these 4 best practices

  1. Problems First, Solution Forward Meetings. You’ve hired smart people, right? One-on-ones and team meetings should leverage people’s intelligence by solving significant problems. Top of agenda should always be – What are you seeing? What are your challenges? Where are the opportunities? What aren’t we talking about that we should be? What solutions will move positive action forward?
  2. Establish Collaborative Learning as a Core Value. Humble leaders understand that none of us is as smart as all of us. Continuous learning, together, is espoused as a competitive business strategy, not a nice to have cultural element. Agile managers models and embodies a “we” oriented team culture.
  3. Teach and Coach Effective Communication Skills. This is a primary goal of CRM training. Team members learn how to respectively and effectively “speak up” to the chain of command. This isn’t easy for most team members. Leaders recognize that their formal authority often impedes candid feedback. Therefore, ongoing coaching and reinforcement feedback is a preferred management style.
  4. Develop a Tolerance for Failure.  Unlike commercial aviation, a failure in the business world rarely leads to tragedy. Effective managers who reframe failures into forward-learning events foster a team of agile learners.

A fast paced and complex marketplace demands that managers create a feedback-rich work environment where reality is being openly and accurately discussed. Flawed communication may not result in tragedy at work, unlike on an airplane, but it can be the deciding factor between success and failure. Managers who think like successful flight captains greatly increase their chances of landing the plane safely!

Keep it simple. Keep it focused. Definitely keep it inspiring.

Check out our other blog posts too!

Manager Skills

7 Manager Skills That Lead to Mastery and Deliver Results

“We are what we repeatedly do. Excellence, then, is not an act, but a habit.”                                                                   

-Aristotle

Assuming a person possesses key core traits – initiative, genuine care for others, drive for results, to name a few — then the craft of management is learnable. Mastery of management skills, like any discipline, is built upon mastering fundamentals.

Increase your likelihood of success in 2019 by implementing the following 7 Manager Skills until they become managerial habit. These competencies may also lower your stress and bring more fun into your work.

  1. Be an agile learner. Your current expertise, and your team’s, is insufficient to solve tomorrow’s problems or quickly pivot to seize opportunities. Your ability to be curious, ask questions, engage your team in divergent thinking, and enable organizational learning is today’s critical leadership competency.
  2. Create psychological safety. This culture dynamic makes people feel comfortable speaking up and being themselves. The business case is that team members move beyond superficial nice-talk and engage in honest dialogue that make everyone better. They don’t avoid conflict, they leverage healthy debate to produce improved business solutions. Open cultures create agile learners, the force behind problem solving and continuous improvement.
  3. Have a bias for informed action. A manager’s credibility is built by consistently making strategic decisions that move the business forward. They are proactive versus reactive but are always making it happen.
  4. Manage by expectations, not hope. According to Gallup“only about a half of employees strongly agree that they know what is expected of them at work.”  Most of us know the frustration of working for a boss who fails to set clear priorities, direction, and responsibilities. This management style also fails to inspire because employees can’t see past the daily grind to the company’s vision, mission, and core values. Management ambiguity degrades people’s motivation.
  5. Teach, coach, and grow others. Great managers invest in relationships. They are servant leaders. They simply bring out the best in others. They grow future leaders, not more followers. Be the boss that everyone wants to work for.
  6. Measure, hold accountable, and reward performance. High performers respect managers who demand high standards and build a culture of accountability. There are no shadows to hide in. Great managers reward the doers, without apology. Low performers naturally get weeded out, making room for better talent.
  7. Be upbeat and positive. This is not modeling Pollyanna behavior, that’s being inauthentic. Leaders’ moods are like a cold; everyone around the manager is susceptible to catching it, which in turn affects employee engagement. Management demands significant energy output so why not make it constructive?

Reflect and look ahead in this New Year. Have you developed your manager blue print for success? What are your top development goals that will inspire others, build a cohesive team, and put up big results?

Consider identifying at least two skills, implement them with regularity, solicit feedback from your team, and become the boss that nobody wants to quit.

Keep it simple. Keep it focused. Definitely keep it inspiring.

Disengaged and Frustrated

5 Steps for Engaging a Disconnected Employee

Engaging a disengaged team member can be one of the more vexing manager challenges. And, the associated symptoms can be costly:

Gallup pegs the cost of lost productivity due to absence, illness and stress-related work problems in excess of $350 billion per year nationwide.

-Forbes


Disengaged narratives run the gamut but here are a few common themes:

  • Management has allowed a steady A/B player to be left alone to do her job but the business has outgrown her. Compounding the issue is that management has failed to provide employee any real performance feedback and coaching, leaving employee with a false sense of ability.
  • Personal issues have distracted and drained a usually stellar team member’s passion, focus and accountability.
  • The team member was never a great fit from day one but management tolerated sub-par performance hoping they’d turn the corner.
  • A team member was passed over for a promotion, received a tough performance evaluation, or possible workload increase without additional compensation.

“You manage things; you lead people.”

                   -Grace Murray Hopper, U.S. Navy Rear Admiral

While the root causes for employee disengagement are varied, reflective managers must confront the brutal fact that they may be co-responsible for the current situation. In the spirit of self-development, a few diagnostic questions can help understand the problem:

  • Where did I disengage with this team member?
  • Where did I fail to develop a trusting and effective work relationship?
  • How have I contributed to this current dynamic?
  • How have I failed this employee?

“Management has always gotten what it models and tolerates.”

-Anonymous

Following candid self-reflection, here are 5 Steps for re-setting the relationship, gaining alignment on work expectations, and establishing milestones and measurements:

Step 1: Take part ownership, if necessary, of the situation and be direct with team member. It might sound like, “I apologize for not being more candid in the past, however, your current work contributions are below expectations.” The objective is to re-calibrate an effective work partnership, not be liked.

Step 2: Establish regular, structured and substantive one-on-one meetings. It’s common to hear managers say, “I stopped having one-on-ones with this employee because they ceased to be productive.” Well structured, focused one-on-ones is a trusted process for charting a new path forward with disengaged employees.

Step 3: Present facts and examples where the team member is falling short of performance expectations. Present a written list of non-negotiable work expectations. Establish clear consequences for not meeting the expectations and gain agreement from the team member. Building trust begins with making professional agreements.

Step 4: Set up the team member for success. You are not crafting an HR performance improvement plan (PIP), yet. You might have to if the team member doesn’t make forward, measured progress. First, establish clear, incremental steps for immediate action. In other words…

“If you cannot measure it, you cannot improve it.”

-Lord Kelvin

Step 5: Inspect what you expect. Monitoring, evaluating and providing regular feedback on progress are the heavy lifting of good management. Remember, your (or your predecessor’s) historical hands-off management style have enabled the employee to work in a silo. The antidote is an over correction – a very hands-on style that could last several months. These situations rarely develop overnight and neither will the solutions.

The source of many employee disengagement scenarios is often a disengaged manager. At some point the manager failed to commit to the 5 steps above. If you fell off the management horse, get up, dust yourself off, and recommit to engaging your people.

Keep it simple. Keep it focused. Definitely keep it inspiring.

Strategic Coaching Chess

Manager-Coaches Don’t Coach to Be Nice; They Coach to Be Strategic

3 Mindsets and 3 Coaching Skills of Effective Managers

 

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The most successful managers I know are obsessed about pursuing excellence and delivering results. They are equally committed to talent development. Their site line is crystal clear – grow their people first, who in turn grow the business.

 

“If you focus on results you will never change. If you focus on change you will get results.” 

                                                            -Jack Dixon

 

Great coaches are usually born, but can be made. The mechanics and skills of effective coaching, of course, can be taught and learned. But great manager-coaches just seem to get it. Their coaching DNA drives their focus to help others be their best, while insisting on goal achievement and results. Yes, they are skilled but their skills are an outcome of their beliefs about people and business.

 

3 Mindsets and 3 Coaching Skills of Great Managers

#1 Coaching is a strategic business decision, not just a box to check. A talent management mindset is not murky – finding, engaging and retaining great people is a competitive business strategy. Great strategy with mediocre people produces mediocrity. Professionals committed to learning, growth and development will always find a way to increase market share and build long-term customer loyalty.

Coaching Skill: Conduct regular (3-4 weeks) one-on-ones that engage, inspire and insist upon positive action and accountabilities. Coaching without individual, measurable actions is a waste of company resources. Short on time? Use the 4-Step Coaching Plan to conduct one-on-one meetings in 30 minutes.

 

“Talented manager-coaches don’t lose people, they grow them.”

Steve Rudolph

 

#2 The greatest business potential is in the middle. Every manager wishes they could clone their one or two rock stars. Sustained business outputs cannot depend on the few. The strategic coach focuses 80% of her energies on building the skills of the middle 60%, knowing she’ll need solid players to be resilient and adapt to a changing market place. For the rock stars, use this Coaching High Performers guide.

Coaching Skill: Require each team member to develop an IDP (individual development plan) and update it quarterly. Coaching one-on-ones always results in a SMART action plan that directly supports IDP goals. Managers who attract high performers have a reputation for growing future leaders. Implementing a clear system for developing talent forges coaching reputation.

 

“Change before you have to.” 

                                                            -Jack Welch

 

#3 Coaching is not a technique; it’s a strategic connection. Effective coaching cannot exist in low trust relationships. People want to be appreciated and understood. Great coaches get to know their team members, their drivers, values and aspirations. Money doesn’t produce inspiration, meaningful work and a connection with others is the fuel of motivation. It’s a trite adage, but powerfully true – people don’t care how much you know until they know how much you care.

Coaching Skill: Listen a lot more than you speak; adopt an active listening technique. Deep, empathic listening builds trust. Trust causes people to open up, to share useful information. Because leadership is the art of influence, trust makes employees more likely to listen and be persuaded by the manager’s ideas.

 

While great coaches are mostly born, not made, managers who make a dedicated, strategic commitment to coaching others often experience a renewed sense of managerial motivation. There’s just something special about connecting with others in pursuit of purpose and performance. Begin a rewarding journey by adopting the above 3 Mindsets and 3 Coaching Skills.

 

Keep it simple. Keep it focused. Definitely keep it inspiring.

 

Difficult Conversation

Managers, the Goal for Difficult Workplace Conversations is not Personal Comfort…

It’s action and commitment

 

Manager Skills Boot Camp II: Improve your Difficult Conversation skills and more!

 

“An object at rest remains at rest until acted upon by an outside force.”Newton’s First Law

 

Grant is a steady performer; an overall solid team player. Ellen, his supervisor, has given Grant feedback several times that his work lacks attention to detail and the quality is often marginal. Grant’s behavior has not changed, so it’s time to have a difficult conversation that gently provokes him at his edge.

Ellen’s untiring feedback attempts to get Grant to improve have failed. Ellen needs to amplify her expectations and become the outside force. Intensifying one’s tone while being prepared for the consequences naturally stokes levels of stress and anxiety, both for Ellen and Grant.

A critical challenge for Ellen is to appreciate that tension is a resource to gently increase and manage, not avoid. Why? Tension and struggle are the universal energy sources for human growth, change, and transformation. The chick embryo must work and struggle to break free of the eggshell to become a healthy chick.

Grant must experience constant, gentle pressure to understand it’s in his best interest to change. Tension, when harnessed appropriately, creates awareness. Ellen must develop a *safe learning container to leverage the tension in pursuit of Grant’s development. It’s a classic manager’s paradox.

*If managers have not created trusted working relationships with their direct reports, these conversations are often emotionally difficult with messy outcomes.

 

“The challenge for leaders is to disturb or disrupt the movement at the edge to provoke the desired outcome.” -Per Bak, author of How Nature Works

 

Two Outcomes of Turning Comfortable into Uncomfortable

#1 Ideal Outcome: Grant takes 100% responsibility for his sub-par performance and sincerely makes a commitment to change. Most managers report a mere 10-20% success rate with this highly desired outcome. When this level of spirited partnership is achieved, managers call that a great day at work!

On the other hand, being overly attached to this outcome is often driven by the manager’s need for comfort and control. In order for the outcome to be ideal, this need should be relinquished.

#2 Acceptable Outcome: Ellen is leveraging her personal relationship with Grant to persuade him that it’s in his best interest to change. She’s selling, he’s not buying. Now she must pivot from expecting an ideal outcome to an acceptable outcome.

Grant commits to taking concrete and specific actions, including changing his behavior, and understands the consequences if he does not do so. This uncomfortable condition is known as agree to disagree. Ellen must be okay with the fact that he doesn’t share her belief. Her goal is to demand expectations that serve the company, not for her or Grant’s comfort levels.

 

So What Now?

Monitor, Measure and Provide Feedback

Ellen’s previous feedback attempts were based on hoping Grant would change. The Situational Leadership Model instructs Ellen to apply a much more direct style until Grant has made observable behavior changes. Being more direct is not Ellen’s default leadership style, but that’s not important. Ellen’s primary objective is to help develop Grant’s full potential. This is Servant Leadership at its core – the sincere desire to help others be their best. This leadership style says easy, does uncomfortable.

 

Sometimes Acceptable is…Acceptable

Few management situations are more frustrating then having a difficult conversation, especially when the employee digs in and says, “I disagree with your assessment.” Managers must develop the emotional fortitude to be comfortable with being uncomfortable. Tension is not a condition to be avoided, but instead, constructively managed towards an acceptable, not perfect, outcome.

 

Keep it simple. Keep it focused. Definitely keep it inspiring! –Steve

 

Manager Skills Boot Camp II: Improve your Difficult Conversation skills and more!

 

Managing a Tone-Deaf Boss Can Feel Like Riding a Cow…

The cow doesn’t want to be ridden and the ride is rough

 

Watch the complimentary webinar: Difficult Workplace Conversations

 

Growing up next to a farm with a tribe of reckless boys, I had lots of painful and failed attempts at riding cows. If you’ve ever tried this, you’d know that it feels pretty similar to “managing up” a tone-deaf boss.

 

Like cows, tone-deaf bosses:

  • Don’t enjoy be ridden (e.g. “managed up”).
  • Ensure the ride is very uncomfortable and possibly risky for you
  • Purposefully attempt to rub you off the fence
  • Will throw you off (Falling off a cow is like falling out of favor with your boss: Bruising and dangerous for your career)

Inversely, in-tune bosses are on high alert for shifting workplace discord and proactively engage team members in sincere two-way dialogue. These bosses are engaged, hands-on, approachable, and biased toward democratic action.

Safety is your #1 goal while riding a cow. The same goes for managing up: The psychological and political perils are many and often hidden.

 

Cow-riding tips and parallels to managing a tone-deaf boss:

Rule #1 – Try to minimize surprising the cow. Cows, like bosses, possess a survivalist brain that easily spooks into fight or flight.

  • Boss Rule: Schedule regular 1:1’s with your boss. I recommend at least 20-30 minutes every week. Provide a clear agenda in advance that is solution-oriented, sensitive to tight budgets, and demonstrates your clarity around key priorities.

Rule #2 – Never attempt to change a cow. A cow has gotten to where it’s at by being a successful cow; bosses too. Nothing yields rigid thinking and outsized egos more than historical success.

  • Boss Rule: Show that your riding attempts will be a win-win. Point directly to the green pastures on the horizon. Your boss needs assurances that your obvious persuasion attempts consider her best interests.

Rule #3 – Cows are stubborn negotiators.  An armful of freshly cut hay usually provides leverage.

  • Boss Rule: Most bosses can be swayed by strategic solutions that support her objectives and the organization’s priorities. Complaining without a clear business plan promotes resistance to your ideas. Just like cows, bosses will simply ignore you, stare you down, or become agitated by your anemic advances.

 

A tone-deaf boss is a major source of frustration for many dedicated employees. There is no ‘grass is greener over the fence’ strategy, but take it from an experienced cow rider: There are trusted rules for what and what not to do.

 

Keep it simple. Keep it focused. Definitely keep it inspiring! –Steve

 

Watch the complimentary webinar: Difficult Workplace Conversations

 

5 Key Performance Dimensions to Mitigate Manager Frenzy

FREE webinar: Identifying and Promoting the Right People

 

“Management by drive, like management by ‘bellows and meat ax,’ is a sure sign of confusion. It is an admission of incompetence. It is a sign that management does not know how to plan.” -Peter Drucker

 

Many managers are heads down, hard chargers all day long. Their relentless pace can exhaust their team and often causes widespread confusion. As the leadership proverb goes: Do not confuse frenetic activity with progress. There can be an addictive rush in being the hero manager; the feeling of being important and needed (who else could do this job as good as me?). Letting go of the need to control is imperative to organizational health.

 

These 5 Key Performance Dimensions (cascading in importance) offer a steady leadership path out of the frenzy

KPD 1 – Over-communicate the WHY vision. Clarity is the antidote to uncertainty, a common root cause of workplace anxiety. Managers who master communication foster meaning and purpose, a key dimension for attracting and retaining top talent.

KPD 2 – Be tough on performance expectations, gentle on people. The only employees who like wishy-washy managers are slackers. High performers are repelled by cultures where everyone wins a trophy. Be kind and caring, but let people fire themselves.

KPD 3 – Coach and develop. Make people better each day. These 2 tools support, stretch, and ensure accountability: 1) Regular 1:1’s, and 2) Delegating. Building the organization’s leadership pipeline ought to be every manager’s legacy.

KPD 4 – Build a safe and collaborative culture. Fostering psychological safety is a prerequisite for team performance, according to Amy Edmonson, author of Teaming. Great teams will always outperform a culture of individual stars in the long run.

KPD 5 – Recognize achievement and have fun. Workplace stress continues to be a top complaint for most employees. Chronic stress, as we know, is literally a killer. Create regular rituals of renewal that will benefit the company in the long run.

 

“Discern the vital few from the trivial many.” -Greg McKeown

 

Think of implementing the above 5 dimensions as utilizing the 80/20 rule. Allocating your time to a few vital areas (20%) assures the busy manager that her focus yields outsized (80%) results. Executing these high-leverage activities helps managers regain a sense of healthy control while providing team members increased clarity and direction – a win-win!

 

Keep it simple, keep it focused, and definitely keep it inspiring.–Steve

 

FREE webinar: Identifying and Promoting the Right People

~Facilitate High-impact 1:1’s in 2018~

3 Performance Outputs and 4 Guidelines

 

Download the 4-Step Coaching Process and Skills Plan

 

Note: This is a two-part blog post meeting series. This post strongly advocates and will focus on the power of 1:1’s. The next post will give attention to the architecture for team meetings; both standing and ad hoc.

 

“A meeting is nothing less than the medium through which managerial work is performed.” -Andy Grove, High Output Management

 

Workplace meetings have a bad rap. Why shouldn’t they? Busy managers often run meetings on default or fire fighting mode.

Many team members perceive meetings as a “waste of time.” However, high business output can be accomplished by combining the structure of 1:1’s with intention. This creates a powerful communication medium.

The common sentiment – “1:1’s are unnecessary, I work along-side my people all day and they know I have an open door policy” is a common and noble management behavior. However, a crucial dimension is missing: The failure to prioritize the development, engagement and working relationship with each team member.

Here’s an analogy: One can work side by side with their spouse every day raising kids…but if you fail to regularly connect with your spouse, what’s the quality of that relationship?

In work lingo it’s called, “high task, low relationship.” Lots of important stuff gets done but the quality of the relationship quietly, and often dangerously, erodes.

 

“You don’t build a business. You build people who in turn build the business.” –Zig Ziglar

 

1:1’s drive three vital performance outputs

  1. Builds the working partnership with the manager and her direct reports
  2. Grows the unique capabilities of each team member so they operate at their peak performance, which in turn
  3. Helps ensure the organization achieves its performance targets

Four guidelines for facilitating 1:1’s in 2018

Guideline 1 – Schedule regularly. Shoot for every two to four weeks. Avoid more frequent meetings because individuals might feel micro-managed. The exception is the chronic under-performer, where a direct style of management is required. Don’t wait more than a month or the coaching relationship will lose momentum and engagement.

Guideline 2 – Mostly stay on individual’s agenda, not yours. This is about optics. The effective manager-coach prioritizes the team member’s growth, concerns, and ideas. Focus on developing the necessary capabilities that will support their success in achieving business metrics, not the other way around.

Guideline 3 – Ask great questions and be highly collaborative. Nothing builds trust faster than asking useful, sincere questions and listening deeply to team member’s career aspirations, motivational drivers, concerns, and ideas for continuous improvement.

Guideline 4 – Have a strong bias for action and accountability. Every 1:1 should be book-ended by commitments and action plans. The high output manager-coach always asks, “Who is doing what, by when, and how will we measure progress and success?”

Keep it simple, keep it focused, and definitely keep it inspiring.–Steve

Investing in Your People is Investing in Your Business

5 Tips for Establishing Your Talent Pipeline

 

Download the New Manager Promotion Playbook for FREE!

 

If you’re a small business owner or manager the chances are that you don’t have a clear management talent pipeline. You probably hire and promote solely based on how hard-working and good at their job a team member is. Big mistake! But don’t just take my word for it, Harvard Business Review demonstrates how being an expert in only one area is one of the biggest reasons that managers fail. Managers have to be talented in all areas to be successful in the long-term.

 

Great vision without great people is irrelevant.” –Jim Collins, Author of Good to Great

 

To accomplish this hefty task, your organization must have a talent pipeline. HBR recommends the following 5 Tips for establishing your talent pipeline:

  1. Focus on Development: Invest in management training, use events in the workplace as learning opportunities and don’t fall into the trap of pure succession planning.
  2. Identify Linchpin Positions: Focus your efforts on positions that are vital to the health of your organization. If a manager quits today, would your business still be able to run effectively? Always be ready with a list of qualified individuals to fill vital roles and consistently train them for those roles.
  3. Make it Transparent: Let your team know how your talent pipeline works, what they should expect, what they need to do to successfully navigate the pipeline, and what training programs are available to them. Also, don’t be reluctant to receive feedback from your team; especially if your pipeline is newly established.
  4. Measure Progress Regularly: Monitor your talent pipeline. How many positions are being filled internally? The more qualified internal promotions, the better your pipeline.
  5. Keep it Flexible: Don’t be afraid to change your talent pipeline. Periodically update your procedures based on feedback, observation, and the latest management research.

 

Develop talent for tomorrow, rather than just hire for yesterday.” –Pearl Zhu, Author of IT Innovation: Reinvent for the Digital Age

 

The 5 Tips from HBR outline the general areas to begin developing your talent pipeline but your organization is dynamic. Constant devotion to improvement is the hallmark of a successful business. Read and download the free asset below, and contact me for more specific skills, real-world examples, and tailored content devoted to making your talent pipeline work best for you.

 

Keep it simple, keep it focused, and definitely keep it inspiring.

–Steve

 

Download the New Manager Promotion Playbook for FREE!

Coaching Skills Teaching

7 Highly Effective Performance Coaching Skills

Talent is at the core of every business’ success.  Talented team members not only know how to do their jobs well but they also know how to collaborate and cater to customer needs.  These team members will increase customer loyalty thereby improving your bottom-line and alleviating workplace tensions.

It’s always an ideal time for managers to recommit themselves to top talent recruitment, development, and retention.  Central to any talent management strategy is a dynamic coaching culture led by managers who possess a range of coaching competencies.  If your business isn’t already employing coaching strategies then you’re working from behind the competition!

Strive to become a talent magnet by mastering these 7 Coaching Skills

  1. Be consistent. Standing, sacred 1:1’s are just that. Due to natural workplace conflicts, coaching sessions may get nudged around the calendar, but they happen with religious conviction.
  2. Expect and model dynamic collaboration. Think and say “we.”
  3. Build trusting, transparent, and supportive partnerships.
  4. Be goal focused. Each conversation has a clear outcome that’s mutually beneficial and measurable.
  5. Insist on action. Accountability is built upon agreements that move the business forward.
  6. Don’t feed their monkeys. The employee must own the path forward; change comes from within.
  7. Follow the 80 / 20 rule. 80% of coach communication is open-ended questions (implicates you for being a deep listener), and 20% is teaching (not telling or selling) the employee something of value to them, not you.

Hopefully this quick coaching primer energizes you to create the vibrant and focused workplace that today’s top talent seeks.

Keep it Simple. Keep it Focused. Definitely Keep it Inspiring.   –Steve

Want more key insight to managing talent and becoming a talent magnet? Head over to the resources page to download the eBook Managing Talent is Talented Management, the PDF document Coaching High Performers, and the Performance Accountability Cycle model.