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Recently, I was conducting a workshop and one of my participants was an ex-bartender. She never hesitated to participate or offer her thoughts or converse with people or dare I say, role play. She's quick on her feet and really listens well during the workshop. I asked her where those skill sets came from. She said, I bartended for 15 years. As I thought about her response, I thought what a wonderful experience to be able to wait on people, not knowing what they're gonna say, not knowing what they're gonna do, not knowing what their behaviors are, not knowing if they have a jaded attitude or a positive mentality. You have to be on your feet ready to go or you know, you won't make tips. The same skillset is needed in leadership today. Having conversations fluently and thoughtfully, navigating waters of conflict and negative attitudes and coaching people who wanna be promoted, but yet are not ready, and coaching those people who are performing really well so they don't get complacent. All of these require foundational conversational skills. How does one go about developing such skills, practice, practice, practice! Bartenders, and wait staff, a special breed of people working their butts off, always on the spot, always on the stage, always having to be on, always having to have the ability to converse and create a great experience so they can earn money. These are the same attributes leaders have an opportunity to possess through practice and repetition.Get on Our mailing List for Our NEW Digital Publication: The Talent Times:
You often hear the concept that feedback is a gift, and it truly is yet we cannot use that approach as some reactive way to facilitate a positive relationship with feedback when so often it is perceived as negative. A positive cadence of feedback structured by the recipient is the secret sauce. There is such a simple concept called WIIFT, what is in it for them.Recently I was teaching this concept to a bunch of individual contributors at a client of ours. I said think about feedback as something that you need to structure and receive before somebody needs to provide you feedback. After making this statement people looked at me very puzzled. I said think about your childhood when you knew you were going to get in trouble, but you went and told your parents before they could even get angry about it. After this comment people started to nod. I said how many of you know what your strengths are and have those been validated by your manager? Everybody in the room started to shake their head. I then asked how many of you know areas where your manager feels you need to improve through some feedback you have received? All the people started to nod. Therein lies the problem.
There are 5 actions of feedback a leader can use and this episode also teaches how to teach employees to get feedback on their terms. Feedback is a loaded issue and if carefully crafted from both end of delivery and reception workplace cultures and team will dramatically improve. Join Our LinkedIn Newsletter:
I think we have it wrong when it comes to developing leaders within our organizations. If leaders make up let's say 15% of the organization and we have 85% of the organization who needs to receive that leadership we need to cultivate the mindset and the reception of that 85% so the 15% can be heard and accepted.  People go through high school and college never attending classes on how to seek and accept feedback thoughtfully and professionally. People go through high school and college never attending classes and what it means to be a fantastic teammate once they reach the workplace. We inherit people who for eight to 10 years have no idea of what it's like to accept feedback or what it's like to be great teammate within a workplace organization. This ultimately creates discord within the workplace often leading to leadership challenges that I daresay are quite unnecessary. What if we taught employees how to accept and seek feedback on their own terms? What if we taught employees how to accept feedback openly and honestly even when they disagree with the feedback? What if we taught employees the value of not only accepting but also learning how to provide coaching as a skill set? These three attributes would lead to greater workplace engagement and talent development
The Workplace Triangle

The Workplace Triangle


The triangle of coaching is a very simple concept yet there are some unique attributes of each stage we encourage organizations to adopt. One of the most fundamental mistakes I think organizations make is we spend so much money on a top-down approach specifically teaching leaders how to lead their employees. When you think about a traditional organization of let's say 100 or 1000 people typically about 80% of the people are employees or individual contributors. This is where the opportunity really exists for organizations to also build a bottom-up approach.
Feedback is a very tough subject for people. It is our contention here at Progress Coaching people dismiss or accept feedback based on their agreement germane to the feedback. What most people don't understand is feedback is not a literal thing yet it is also morphed in perception. When somebody provides an employee feedback such as you are coming off negative and the employees first responses no I'm not. They are taking it literally when in fact the leader is providing an opportunity to alter perception which obviously leads to greater collaboration and teamwork for the employee.Get Info on Our Feedback Progression Training Program Where We Teach How to Seek & Receive Feedback Professionally as Well As How to Deliver Feedback Professionally So Its Accepted. Click here:
Feedback is a very tough subject for people. It is our contention here at Progress Coaching people dismiss or accept feedback based on their agreement germane to the feedback. What most people don't understand is feedback is not a literal thing yet it is also morphed in perception. When somebody provides an employee feedback such as you are coming off negative and the employees first responses no I'm not. They are taking it literally when in fact the leader is providing an opportunity to alter perception which obviously leads to greater collaboration and teamwork for the employee.Get Info on Our Feedback Progression Training Program Where We Teach How to Seek & Receive Feedback Professionally as Well As How to Deliver Feedback Professionally So Its Accepted. Click here;
This episode teaches 4 conversations every new manager not only has to have but has to have fluently and skillfully. The first 90 to 180 days of every new manager's position will be met with resistance, lack of support, and certainly excitement by becoming a new manager. Every new manager must become skilled at conversations because they will be challenged by peers, former peers, people with more experience, etc. This episode will teach how to have four very strategic conversations that allow new managers to be successful in the short term and long term.Free Webinar "Are Your NEW Managers Ready to Lead?" Apr 8, 2022 12:00 PM Central Time (US and Canada) Register Here: Click Here
There are so many views on feedback and how people should perceive feedback. I saw a post that created different viewpoints from feedback as a gift to other viewpoints where people felt feedback was not a gift. I think the one thing that we often miss when it comes to feedback is that feedback is a choice to provide, and it is also a choice to accept. First, let us talk about the value of providing feedback. I go back over 38 years ago to my manager Martha Sheffield at IBM during a college internship where I was ready to quit my job cause I was really lost in terms of what I was doing and she said something to me that I'll never forget that really illustrated the value of feedback: She said “why do you think I provide you this feedback? I provide you this feedback because I am willing to take my time to tell you things that most people will never take the time to tell you so you have an opportunity to improve, and that choice will always be yours”. after she had shared that with me, I asked her what she called that, and she said coaching. That was the day I decided to go into coaching in the workplace as a 21-year-old college student and I owe her a debt of gratitude for that decision. When providing feedback language is critical. Leaders must possess language and conversational skills that allow people to accept feedback willingly, openly, and professionally. Look at the two statements below and ask yourself which set of feedback would you be more willing to listen to number one or #2: 1.       John, I need to provide you some constructive feedback in the areas of...2.       John, we have an awesome opportunity to raise your game in a specific area that will allow you to reach your goals specific to...The second example illustrates tying feedback to what motivates a person not merely what we think motivates a person. When we use the words constructive or feedback it typically will prompt emotional reaction. Replace the words feedback with the word’s opportunity, perspective, or insight.Checkout Our Program Feedback Progressions: Click Here
This episode is all about Perspective. This podcast episode also challenges you to a 30 day challenge whereby you learn of a person's perspective 1 time daily.Checkout Our Resources: LinkedIn Newsletter: LinkedIn Profile: Our Everyday Coaching program (we teach everyday employees how to coach one another):
If you or your co-workers or employees are tiered and fatigued doing nothing to counter those things will results in continuous fatigue. If some is tired going up a flight of stairs we typically say lets stop and rest concerned for the person. In reality the person needs to workout more so those stairs are not as difficult. We have to create counter measures to fatigue!
I hope you enjoy this episode. As a certified EQi assessment practitioner I am still amazed at how EQi (emotional Intelligence) is at the forefront of all training, mentoring, and coaching challenges.If intrigued click here to find out about our EQi Assessment & Coaching Practice:
This version details four observations of how conversational skills or the lack there of can harm the workplace and relationships between people. The way we converse  reveals our abilities and this episode teaches something called an emotional trigger. 
Many leaders continue to struggle with the thought of having coaching or even conversations virtually. The challenge is we must change our mindset their coaching is not something that is geographic quite frankly coaching virtually at times can have tremendous advantages. Virtual work is NOT the cause of fatigue, rather how we handle working virtually is our opportunity to fight fatigue.I was speaking with one of our clients that we directly coach, and she was sharing how much she hears the word fatigue and words speaking to a lack of motivation. As we were talking, she had shared her company was in a hybrid world and we both started to do some interesting math together. We started to add up the time savings associated with being in a hybrid world and here is what we produced:Three days a week typically equals about four hours of no driving time.We estimated a savings of about 2.5 hours a week of just bumping into people and having idle social conversation. I know this is valuable but just bear with me as we go through this.We estimated about one hour a week savings time associated by not being able to have impromptu meetingsIn total we estimated about six hours a week or 24 hours monthly of actual time savings associated with their hybrid world.We both embarked on a mission to ascertain if people even understood that this was occurring as well as if they did understand what they were doing to reinvest those time savings. The fatigue can certainly come from a variety of sources such as the following:Not interacting with teammates or connecting in person.People not reinvesting that time and staying in the moment thinking and feeling that fatigue as weird as that sounds people must realize if tired, they must do the opposite regarding an action that will energize them, and the same principle applies to fatigue.People have become very short-term thinkers specific to themselves such as how they are feeling or the impact of this new world and how it has affected them. Working in your home certainly has its advantages but you can also mentally feel like you never get away so then the opportunity to alter this is to get away.Here are five suggestions leaders can implement even in a virtual world to energize and fight the effects of fatigue:Start and end every meeting with a motivational video that has powerful music and a message that inspires and motivates.Illustrate current elements of change in the organization and how it is created success further fueling people's minds that change is a good thing.At the start of meetings ask people to share successes.During meetings ask people to share positive observations of teammates that were helpful and went above the call of duty. [people talking about one another positively seems small yet it creates multiple momentum streams.As crazy as this going to sound use the concept of motion creates emotion and get people moving during your meetings such as dancing or clapping or taking a 10-minute break and everybody takes a brisk walk.Now I know the cynics out there will look at some of these suggestions and say they are corny or weird or they would not be comfortable and that is OK my question remains the same what you are going to do as a successful leader to help people fight the effects of fatigue?
One of the best interviews I have ever had. Julie has UNCOVERED The Secret sauce to Employee's Motivation based upon career Aspirations. Simply Brilliant. Her book is coming out in early March from ATD Press called Promotions Are SO Yesterday: Redefine Career Development. Help Employees Thrive. Preview download Chapter : Info: Julie Winkle GiulioniAuthor, Virtual /Live Keynote Presenter,  Inc.'s Top 100 Leadership Speakers818.219.7988 | | |
This episode teaches THE #1 Thing every leader & coach must do to be successful ... Hold up the mirror so someone can see their true self. This requires conversations and coaching skills providing various perspectives so when someone successfully looks in the mirror they can take positive action to go to the next level. Here is a link to My EQi Assessment: intrigued and want more info on how to use EQi to coach click here:
I love talking with this guy (misguided Chicago Bear Fan). His approach is fresh and much needed. If you are looking for an honest executive coach, I mean a really honest coach, who can take you to the next level you must listen to this episode.Contact Paul: Website: Blog:
Want to See My EQi Report: Click HereAlso If willing to explore your own EQi or Your Team Lets Chat: Schedule Here 
Everyday we push people away or pull them in. Here are two stories that hopefully help you increase the strength of your magnetic coaching pulling people in for greater engagement and overall happiness. Coach Yourself Before You Start Each Day To be Magnetic Ask Yourself How Can You proactively Coach Your Team Ask Yourself How Will You React Positively to Make Someone's Day
Magnetic Coaching: Part One When you think about the effects of a magnet, it really has two effects. It either pulls things in or it repels them or pushes them away. Aren't people the same way? Think about a person that you met, that you were introduced to by a friend. Didn't you have an immediate impression of like, or dislike of that person? Now let us add some further context with a little bit of humor. Would it not be funny if somebody said, “so what did you think of my friend, Bob? And you actually said “I'm neutral. I really had no opinion when I talked to him? It sounds funny, doesn't it?  So, when we think about leadership and coaching, two things happen, we either pull people in or we push them away. Some common ways that we push people away is by calling them into our office as leaders and always giving them constructive feedback. It demotivates, it creates a lack of inspiration. It breaks down the very fiber of the team. On the other hand, if a leader were to call somebody into the office on a regular basis, praising them for a specific job well done would not that bring somebody into the fold, into the team environment, positively and cooperatively. Of course, it would. Magnetic coaching is about bringing people in and leveraging the good things that they do yet as well as making them aware of the opportunities where they can raise their game. We get so fixated on providing feedback and how to deliver constructive feedback. Our suggestion would be do not even use the words constructive feedback, use language such as raise your game or opportunities to support your strength, the opportunity to address some things that might personally frustrate you. Language is important and it invites people in versus pushes them away. Everything that we do with our language, either pushes people away or pulls people in. Here is another example, Bob, you are doing a great job, but the one thing that frustrates me is your personal time management. You are all over the place. On the other hand, if a leader said, “Bob, here are the three areas I love to collaborate with you. You have great product knowledge, you work well with others, and you really know the company's procedures. And I think about adding time management to your list of strengths, hearing that, what goes through your mind and what could we do to together to facilitate that? Hopefully, you see how language can pull people into your leadership and into your team environment. Magnetic Coaching is not a myth or concept our actions everyday push or pull people away!Subscribe to Our LinkedIn Newsletter:
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