Show cover of Coaching Conversations

Coaching Conversations

This podcast is about teaching how to have coaching conversations specific to typical day-to-day workplace challenges. We will continue to provide short podcast "mini lessons" as the mainstay of this podcast. If there are topics you would like us to address, send me an email: Our objective is to use this podcast as a tool to teach and provide continued value to the merits of coaching in the workplace. Coaching is the #1 Strategy to maintain and develop talent!


What Type of Employee Are You?
 At Progress Coaching, we do not get involved in interviewing work or interviewing skills or anything like that. The one thing I would share with all of you more than anything is that when we're hiring people, I think we have to change what we do. I think we have to really, really get people to be transparent with the themselves. I hear all too often, especially, and I'm gonna say it from the younger generation. I don't think the older generation does it as much. I think we all can do this is as we tend to take a job as a stepping stone yet. You don't say that in the interview, right? You don't say, well, I'm gonna be here about six to 12 months, and then I'm gonna move on and I'm gonna take the training that you gave me and I'm going to take it to another company. Most people don't do that right yet. I think the employer today should ask some very pointed questions and I think it can help organizations reestablish their workplace culture. 
09:55 09/26/2022
Quiet Quitting: Some of it is Bullshit!
The process is flawed! We interview and people provide answers to get the job. They (the applicants) never once say"Just so you know my crappy attitude shows up at 90 days and I start undermining people. At 6 months I lose my motivation and will want more money so please get prepared. Last, do not bother me with extra work because the Quite Quitting thing sounds pretty good and I will displaying that at about 9 months."                                                  PLEASE TELL ME You Are Laughing?Let's get back to the Fundamentals: If you are hired to do a job and you get paid ... DO THE JOB!Employees are NOT hired to demonstrate a negative attitude ... SO STOP ACTING THAT WAY! Let's get back to doing a good job, going above & beyond the call of duty, and helping teammates out when needed with a positive demeanor .. WOW THAT SOUNDS REFRESHING!When employees interview and say they are helpful and great teammates ... ACT LIKE IT!If you (employee) are feeling undervalued or not challenged schedule a time with your boss and ask for feedback and REALLY LISTEN! It does not mean you need to agree yet its better than never talking to them and sharing your hardships with teammates who cannot really help you!Look this has probably come off cynical to some and I am okay with that. Leaders and organizations ARE NOT in charge of employee's careers. They provide opportunities but at the end of the day its up to the employee so why do we put so much on the leader?Checkout our Newsletter Article:
07:53 09/23/2022
Year One ... Coaching and Feedback Embedded into On-Boarding Increases Talent Retention
Corporate America needs to reestablish the great employee. Corporate America to a certain extent cannot continue to appease and placate employees. Now let me explain. 41% of employees today are actually leaving due to a lack of career development. Over 80 to 85% of employees, lack self-awareness. Today's talent shortage is leading companies to create benefits and flexible workspaces and higher salaries and signing bonuses, yet what they're not doing is establishing workplace expectations. Let me explain further - when somebody is onboarded at a company, think about that. Onboarding typically is specific to the job expectations and duties and justifiably. I think a missing piece is behavioral expectations, sitting down with a candidate and say, look, if we hire you in the first year, we are probably not going to have conversations around career advancement. Here's why it's gonna take you 12 months to fully get used to our culture, your job, and your work. Wanna Learn More About Creating The Great Employee: click here
09:13 09/19/2022
Coach to the Person and NOT the Situation
 Recently, I was collaborating with a client and the client was expressing some frustration with an employee. During our conversation he stated he was very frustrated by what the employee was doing. He began to share two or three situations where the employee was doing things incorrectly and I said at its foundation, what do you think the employee needs to improve? He immediately said attitude and teamwork. I then asked a question, how are you currently coaching to those two areas? His response was very interesting. He stated to me, this is what he is doing right now. I challenged his thought premise by saying, you are reacting to a situation versus proactively cultivating a positive attitude and sense of teamwork. He said, what do you mean? I said, you are mentioning situations and you are responding as if you are almost triggered by these events. He said, I think I am triggered by these events. I then shared, I am wondering if you are reacting to the situations and coaching to the situation, and it is causing the defensiveness even further with your employee? My client immediately thought to himself, this is interesting because that is exactly what is happening. I said, how are you having conversations around attitude and teamwork outside of situations? He said, what is the difference? I said, the difference is you are coaching to a situation. You are reacting to something that's occurred so somebody is probably feeling put on the spot or is in a very defensive mode, almost defending what they did right or wrong in their mind and I'm wondering if that's coming at the expense of a really good, authentic, thoughtful, proactive conversation that could occur to develop a positive attitude in teamwork. He said, how can I go about doing that? I said, well, first, have conversations on a regular basis that focus on those two areas. Number two have learning projects such as having this employee come in every single week with something that they did positive above and beyond the call of duty that exemplified a positive attitude in teamwork. Now you are creating positive situations and cultivating the experience and behaviors that the employee needs to adopt.  I think a critical component we all need to be aware of is that we tend to be very triggered by what we see wrong or what we want to correct. Then we call it coaching. I would call that Situational Reaction.  We have to be very proactive and focused outside of situations so our coaching stands on its own versus supporting a corrective action that can really be masked or perceived as being delivered as constructive feedback. Coaching is a very initiative-taking, thoughtful, strength-based, and question-based approach that drives positive change and the good things that our people do as well as those areas where they have opportunities to improve. If we are reacting to a situation, we will typically react to things that we see that are wrong and need to be corrected; therefore, the employee will be triggered typically to become defensive and be in a mode of, I hope I'm not in trouble and not really thoughtfully engage in the process to truly improving. 
05:48 09/17/2022
Quiet Quitting Has Been Around For Decades
Quiet Quitting is not a new concept. Maybe it's a different name and a different label yet, we've had quiet quitting for decades. We need to get back to the fundamentals of employment. If you are hired to do a job, you should be hired to do that job to the best of your ability. There is not a job description in the world that encourages people to not try or to gossip or to be negative in the workplace. Yet, Sadly, that seems to be the case in many organizations. Think about the great studies done by the Gallup organization or less than one third of employees today are truly engaged with the rest either being neutrally or actively disengaged, meaning possessing negative tendencies. We need to get back to the basics. If you are hired to do a job, your first objective is to do that job to the best of your ability not to stop short, not to do things that slight the company, but to do the best job you possibly can.  Now, what can leaders do? They can sit down and find out from every one of their employees, what they're motivated by,  what their goals are, and if we can bridge those motivators, those goals, with the expectations of the job, we will have a productive workforce. Let me give you an example. If you have somebody who has a goal of starting their own company and let's say they work for a leader who can't provide that opportunity yet, knowing that in a very trusting, worthwhile environment positions, that leader can have an exchange of value. The exchange of value is maybe they get him a magazine subscription to entrepreneur or gets them a book on entrepreneurship while asking them to maintain the highest level of commitment to their job. What happens is when we don't know what motivates somebody is, the job becomes the place to where we try to motivate yet, if that is not the motivation, if that is not the person's ideal destination, guess what happens their mind wanders? Does their mind wander positively or does it wander negatively? It typically wanders negatively. Quiet Quitting happens every single day. It is my contention that we need to teach people in the onboarding process of the highest expectations behaviorally and NOT merely the duties “of the job”.  ------------------------------------------------------------------------------------------------------                    Get More Info on Our Employee Difference Training Program:                                    should include things that will not be tolerated such as gossiping at the water cooler, not putting in a good, full day's effort, learning to praise others, tec.  Let me share something with you that is gonna come off a little bit negative. I have a very good friend, Mike Carroll, who runs a business like mine. We talk every other Sunday night at a dinner that we Call Sunday night properties because we now own some properties together. We talk about the people that we hire, and I cannot believe I'm going to share this publicly for every five people we've hired we have found at least three, if not four lie on their abilities, the work they completed, etc. We once had an employee who was so critical of my company that I found out 30 days later, she had not done one ounce of work as a salesperson, never sent an email, never made a phone call yet. She was critical of what I was doing as an owner, yet I had to pay her. Quite Quitting has been around for decades. What can we do?:1.       We need to have an onboarding process of behavior
05:56 09/06/2022
The ABCD of Coaching
Coaching is as easy as A, B, C, D. There is awareness. The power of awareness when leaders become aware of how they're perceived and they can develop awareness in others. Coaching becomes much easier.  Building coaching plans is vital. Anything requires strategy and planning and coaching   is no different  when building a coaching plan. There needs to be a variety of options that scale time.The actual coaching must maintain a consistent cadence with little cancellation of scheduling to show trust and build trust between the coach and the person being coached. Determine Progress. It is vital to stay on a track of progress, and this can be measured in three levels, effort, progress, and results.                                         Want More Info on The ABCD of Coaching?: Click Here
05:49 09/06/2022
Open the "Self-Awareness" Door for Maximum Talent Development
I have said for almost 30 years that coaching is a two step process. First, you want people to look in the mirror. #2, you want people to take action on #1 yet very few people do number one arbitrarily on their own. That's why we need to coach our people to first establish a foundation of self-awareness which will lead to accelerated talent development. Self-awareness is difficult for people. Self-awareness causes people to look in the mirror and look at themselves. Let me save you the suspense you will have many employees who don't even own mirrors. The power of coaching and the specific use of questions will help open up that door to each and every one of your employees. It's time to open the self-awareness door!--------------------------------------------------------------------------------------------------Checkout our Coaching PODS Community: This community approach helps leaders become great workplace coaches. If you are interested in joining a coaching community where people help one another and receive training that will position you to be a successful leader this community is cost effective and highly effective. Fill out the above form and we will get back to you with information and a promotional offer to make joining easy
07:43 08/24/2022
Mike Carroll Interview
Check out our recent interview during our SMEcast episode with Mike Carroll from intelligent conversations. Mike reveals 7 strategies to how to build the ideal sales team every organization deserves. I personally know Mike and you will find this interview to be highly effective and strategic. If you are looking for an organization to help you grow your sales organization and adapt to the ever fast changing times look no further than Mike Carroll and intelligent conversations. Please see some of my contact information below: Mike Carroll: mike@intelligentconversations.comLinkedIn Profile:
29:33 08/22/2022
How to Have Coaching "Career Conversations" To Retain Talent from Leaving
 Career conversations are now a must more than any other time in our history. When we think about McKinsey's latest research showing 41% of people are actually leaving due to a lack of career development and advancement. Coaching career conversations is about coaching and developing talent for the present and future. We need to find out what people want to do, what motivates them, what they like, what they potentially dislike. We need to have these conversations proactively not reactively.We all know that we're busy and we have many things to do, yet often what comes at the expense of this is our conversations with our people. Think about a company with a 100 managers, all having proactive conversations, asking their employees what they like and dislike and helping them with their career development. Let's just assume they don't have great conversations, but they have the conversations nonetheless. This would still lead to greater talent development and retention versus doing nothing. Having coaching career conversations is about asking people what motivates them, finding their motivation, and helping them get to an ideal destination of their liking, not just simply what the boss or the organization wants or expects. Get The Rest of the Article Here: Info On Our Course: How to Have Career Coaching Conversations Successfully: click here
06:39 08/21/2022
Take The Emotional Baggage Out
 This post will also not be very popular but I'm OK with that. As an entrepreneur we embody a lot of different positions in terms of the work that we do. It is not for the faint of heart and it is certainly not meant for a certain group of people yet let me just say at times it is very very hard. I also think working in the corporate workplace and managing teams is also very very hard. As we talk about mental health and all of the challenges associated with employees today and those are very really issues, I think we also have to talk about our honest relationship with emotional baggage.Emotional baggage is when somebody brings their issues from home into the workplace and thrust them upon your shoulders whether with intention or not essentially stating you need to deal with this. It's funny because I've experienced this myself and I can also tell you when I talk to other people they have as well. When people bring in their personal issues into the workplace often looking for people to commiserate with, they are polluting the workplace. With that being said yes, we should be empathetic and find out what people are going through to see if we can help them. If they are not willing to help themselves let me make a bold statement: take the baggage and leave it curbside and move on.I share this story with great diplomacy and I can give you a story from almost every single company we've worked with similar to this. I had an employee years ago who complained about their job vigorously within the first 30 days. The following comment was made to me with a raised voice” you never have time for me”. What was funny about this comment was I had actually spent the first two weeks of this employee’s tenure every morning from 8:00 AM to 12:00 PM training them. Yet, within 30 days in their minds, I had never given them a minute of my time. The person literally started to stomp their feet outside my office and I began to laugh thinking this is almost humorous. After a one-hour conversation of calming the person down and appeasing them and making sure they were OK I thought to myself ”What the hell am I doing”?  Read More Here:
08:59 08/08/2022
Coaching People Full of Crap (said that nicely)
What I'm about to share is not going to be very popular. What I'm about to share is not going to be well received by everybody. The other day, I was talking to somebody that works at a manufacturing plant, and this person was a friend of a friend and the friend had asked me to speak to him and talk to him about his performance. I said, sure, but I said, I don't know the guy so I want to be very clear that I, I'm not going to challenge him as normally as I would. We sat down and we started to talk, and I asked how things were going and he immediately went on complaining about management. He had been at the company about six months now, again, this is not everybody, yet I want to provide a solution at the end. It’s called the co-authored conflict. I taught my guys when I coached volleyball how to do this, I teach this, for people when they do team development. When you co-author conflict, meaning how do we have conversations of conflict when it arises? As the conversation ensued, I started to take notes and I said, would you mind if I took some notes? He said, sure. And I asked him how things were going. I was up to nine things he was frustrated with. And I said, so is there anything else you'd like to add? He said, no. I said, okay. I said, would you mind if I state back to you what I heard? What I heard you say, non-emotionally, just factually are the following. I read back the nine items. He goes, yeah, I think you have it for the most part.  And I said, well, I'm going to state back something to you. I said, I asked you how things were going. You listed nine things that frustrated you, which you just confirmed. And he had this expression of, oh crap. I said, no. I said, I, I get, I get it. You don't know me. I said, we're just talking. And you've been here six months. I asked you how things were going. You didn't list one positive thing. So, I have two questions for you. Why are you here? And what have you done in the last 12 months to better yourself, professionally and personally? What have you done on your own to invest in you? So again, what have you done on your own to invest in you? And he couldn't answer that question. And I said, so you've been here for six months. You listed nine things. Why are you still here? And he said, well, you know, I, I, I don't know. I, you know, I was looking at a job and you know, I, a friend of mine suggested I work here. I said, so how do you think you've represented your friend who opened the door for you to get this job who asked me to speak with you? He said, well, probably not well. Well. I said, okay, well, this has been a great conversation. He was just shocked. He said, well, you didn't give me your opinion. And I said, yeah, I, I didn't want to give it to you. I didn't know if you're the type of person I'd want to give an opinion to. He said, why would you say that? I said, because I asked you how things were going you listed nine negative things. You've been here six months. You can't answer anything, anything in terms of what you've done in the last 12 months for yourself. So, I'm not so sure you're the best candidate to receive feedback. Again, he has this look of fear and uncomfortableness come over him. He said, no, I'd really be interested. I said, great. I said, could we do something? He said, sure. I said, when I give you my feedback, I don't want your response. He said, excuse me. I said, I just want you to digest it. I'll get back together with you. I'll spend time with you, but I don't want your feedback in the moment because you asked for it. But if you're asking for it to argue with me, I would just prefer not to have an argument. So, I give him the feedback. I said, geez, you've been here six months, you've listed nine negative things. You haven't done anything to invest in yourself. People like you put yourself in a category of Bleacher people. You sit in the bleachers, you don't go above and beyond the call of duty, l
10:12 08/05/2022
Coaching Employees to Become Influential Leaders
One of the most valuable things we can do as leaders is to position people within our own teams to be what I call influential or internal leaders. Now, just for our own definition, internal leaders or influential leaders are those people who don't have the title yet can help you lead the team. Now, let me give you a really fundamental example. Years ago, I was working with a number of branch managers at one of our client sites at a credit union. And one of the managers said, geez, I've got 10 people. I really don't have time to coach all of them. I am scheduling time with them, but I know that I'm really fractured in terms of my time. And I said, well, do you have some people on your team that you really trust that are well respected by others that could really invest in your team as well?--------------------------------------------------------------------------------------------------Quick Interruption: Wanna Hear About Our 2023 Progress Coaching Summit? Get More info Here: she said, yeah, I've got two people. They're senior. They're great. They're upbeat. They don't really wanna move up in the organization. They don't want people management responsibility and I said, well, what about using them as influential coaches? She said, what do you mean? I said, well, influential coaching sometimes is more accepted than from somebody's boss because it's from a peer. It's someone who's in the trenches. It's somebody who's trusted. She said, yeah, I, I think that's great. And I said, okay, well, let's come up with a couple ideas. I said, what do you want your people to do? More of? She said, we have to ask more questions. We have to upsell and cross sell. It is a core function of what we do, cuz the more we upsell and cross sell, the more we, you know, bring business into not only the credit union, but the more we're allowed to service our, uh, customers. And I said, okay and what is the resistance? And she said, rejection people don't like to do it. I mean, you're talking to people about, you know, money and it's personal and you're kind of out in the open, it's uncomfortable. And it is. And I really love that she depicted it. So what we did is we worked with two leaders and we said, look, no constructive feedback for 90 days. None! Just when you see it, don't be overzealous. Don't overdo it. Don't be theatrical. Just acknowledge. Just acknowledge what somebody does really well when you witness it. When a member walks away, go up to someone and say, Tom, wow, you really ask some great questions. You really sounded confident. And I loved how you really listened to the member. Now we call these nudges. Yes a little corny and cliche. Those are nudges. So when you go up to somebody and say, wow, you ask great open ended questions. What are we really saying? Keep asking open ended questions. And then when we say you demonstrated active listening, really, really well. What are we really saying? Keep demonstrating active listening. And then when we have someone who might be lacking a little bit of confidence and you say, wow, Tom, you looked and you sounded more confident. What are we saying? Continue to be a little bit more confident.  Results? Sales went up over 30 % and the team progressed and the Branch Manager found herself building future talent and saving time!Wanna Hear About Our 2023 Progress Coaching Summit? Get More info Here:
09:48 07/31/2022
Building Trust Is Tough! Coaching Trust is Tough!
There are specific things people MUST do to develop and maintain trust within organizations:  Go to the source  Avoid sharing with non-sources, people who are not involved (essentially do not gossip)  Be transparent and honest  Provide factual insight versus merely sharing feeling s (emotional interpretation) 
09:17 07/11/2022
Do NOT Leave Constructive Feedback By Itself
The key to feedback is to give it so someone receives it openly and professionally and puts it into strategic use. One of the best things that you can do is to ask questions after providing feedback. For the sake of this article, we'll assume the feedback is constructive in nature. And here are five questions you could ask to create greater ownership of feedback. 
06:08 07/08/2022
That Poor Little Leaguer (Parent Feedback is Hard to Listen To)
I went to go get some food for my wife and I at a very popular place where a lot of baseball teams go after they play. What I witnessed at the counter was a father giving his son some feedback on the game that was just played. As I sat a couple seats away, I quietly listened, not letting them know I was listening. The father began to tell his son he could not make the mistakes he was making during the game. He was mentioning things like striking out or dropping fly balls, which are really physical errors, not mental errors. As I sat there and I listened uncomfortably, I realized not once did this dad tell his son, I'm proud of you or you're doing a great job. You're gonna get so much better. Trust your coaches. What I did hear was him depict inning by inning, the mistakes his son made. As I watched his son who just stared ahead and never made eye contact with his dad. As they sat parallel from each other at a counter, the kid was never smiling, never really seeming to enjoy the conversation. When the waitress came up and gave them their food to go and they got up to leave immediately. The son had a smile on his face. I think the smile came from the fact that the conversation was now over. What's going to happen to this kid if he continues to get feedback like that and he enters the workplace. What if his boss gives him really good feedback that's accurate, albeit constructive, will he listen? Or will he shut down much like what he was doing or at least appearing to do with his father? Rest of the article go here:
07:18 07/02/2022
Do NOT Show Up & Throw Up When Conversing With Staff
The show producer has not yet provided a description for this episode.
05:28 06/26/2022
Turn Your Leadership Training Upside Down!
What if we turned our leadership development program upside down? What if we looked at developing our organizational leadership skills and capacity from the bottom up, not from the top down? Let me explain. In the United States alone, we spend hundreds of millions of dollars every single year on top line management, middle management, down to frontline leadership to become better leaders. There is nothing wrong with that. Here's the challenge. We have a major percentage of our people that are typically individual contributors or employees. Typically there's about a ratio of one to seven, maybe one to 10 leader to a number of employees that a leader would be managing. Now, with that being said, here is the funny thing, every organization we've gone through and worked with, and every leader that we've talked to bring up the same things that they go through when they're trying to lead their employees.This does not mean they do a flawless job of leading their employees. What it means is there's an opportunity to look at this differently. Let me explain. Every company will say, well, have you ever worked in this industry? You know, our industry is really different. Every single industry, every single company from across industries bring up the same things: Feedback, attitude, motivation, teamwork, etc. Here's the funny thing. Think about high school. Think about college. You entered this thing called the workforce, the workplace after high school or college, maybe eight to 10 years later, or if you're right out of high school, four years, and you are thrust into this submissive position for lack of better description. You're now in front of someone called a boss as corny and as theatrical as this sounds. Think about that.Wanna Learn About How to Develop an Upside Down Leadership Approach: click here
10:30 06/13/2022
Conversations Affect The Workplace
First of all, realize one thing conversations are powerful! What we say and how we say it has a major impact whether fair or unfair.Let's look at how conversations can negatively affect the workplaceThe water cooler - gossip central.Come into to my office - uh oh what did I do wrong?So-and-so told me… - ahhh not going to the source always create issues.The emotional interpretation - people react emotionally versus rationally asking themselves what ca I learn when getting feedback.The Maniac response - my boss ALWAYS attacks me or they never give me a chance. Now let's look at how conversations can positively affect the workplaceFrom water cooler to coffee break - lets just chat and learn about one another to deepen our connection.Come into my office - you are doing a (specific) great job! Now the positive stuff can spread.So-and-so told me so I want to learn from you ... - connections learning from one another can spread connections and knowledge.The written communication - send a card praising and that message will last a long time.The self-actualized question - "what will you do successfully ... fill in the blank" and watch them react positively as the questions helps frame out their response and reaction.Also please Register for Our First Edition of Our NEW Publication The Talent Times:
07:48 06/06/2022
Coaching Conversations Do Not Need to be Difficult With A Little Planning & Preparation
Conversations are hard. The cool thing about what's happening in the training and development and talent world is that leaders and organizations are finally realizing coaching is not just something we'd like to do if we had time. It is now moved into an arena of, We Must Coach Our Employees. This requires leaders to have conversational ability, the ability to ask questions, to truly listen, to actively listen, and to cooperate in a process where somebody feels like somebody is invested in them. Now, this sounds easy on the surface yet it requires practice. Think about sales people, a longstanding profession for decades. Sales people have been taught how to ask open-ended questions. Yet, if you ask a customer, what's the one thing they dislike about sales people? They typically say they talk too much. Think about that decades of training and a whole industry, still battles what leaders now have to gravitate from. Coaching is asking questions of what people can or cannot do. Ultimately. leaders facilitate participating in scheduled sessions where skill and behavioral improvement is sought. This is not easy as conversations need to be open ended with active listening and not thinking about what we want to say while somebody is talking. This is much more difficult than people think. It's okay not to be a great conversationalist. It's not okay to not practice and work on this craft.Checkout Our New Digital Publication The Talent Times : Click here to get on the waiting list:
09:14 05/31/2022
Why Bartenders Make Great Coaches
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:
08:08 05/18/2022
Teach Employees To Receive Feedback on Their Terms
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.
06:44 05/08/2022
The Feedback 5 ... Improving Workplace Culture Through Creative Feedback
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:
09:52 05/02/2022
We Have It Wrong! The Missing Piece in Leadership Development
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
10:40 04/25/2022
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.
10:13 04/16/2022
The F10 Assessment ... Check It Out
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:
09:54 04/08/2022
Employees: Seek Feedback ON YOUR TERMS!
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;
07:09 03/27/2022
4 Conversations A NEW Manager Must Have
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
11:04 03/22/2022
The Goal of Feedback Is ...
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
11:28 03/19/2022
30 Day Perspective Coaching Challenge
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):
10:21 03/14/2022
Your Must Fight Fatigue
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!
09:25 03/06/2022