There is actually just one reason your team needs a coach—to help deliver results. At the end of the day, it is all about results. The very reason your team exists is for the sake of generating results. The question then is: what does it take for a team to generate results?
As someone who has worked with global organizations on ‘conversational leadership’ and shifting team and organizational conversations, I can tell you with a fair degree of understanding that the points shared below may seem simple, yet are not trivial. There are rigorous conversations required within a team to ensure that the team generates results—those that matter to the organization.
While results are the single important reason your team needs a coach, I use the acronym RESULT to articulate the advantages a coach would bring to the team.
R is for responsibility: A team can work and succeed together only when its members take responsibility for not just their promise in the team, but for the overall team objective, or the team promise. Coaching is an excellent way to make each member aware of this responsibility and instill in them a sense of commitment to the team promise, and thus, to the team too. Coaching conversations enable a team to work as one cohesive unit. In a team, there are no personal interests opposed to the interests of others or opposed to the interest of the team. The coach enables the team members to align individual interests with team interests, and then take responsibility to generate outcomes that take care of these.
Often, team members get confused between the usage of the words accountability and responsibility. While individuals in a team are only accountable for their role in the team, ie, their key result areas, they also need to take on the posture of owning the team results.
Diese Geschichte stammt aus der October 2019-Ausgabe von Indian Management.
Starten Sie Ihre 7-tägige kostenlose Testversion von Magzter GOLD, um auf Tausende kuratierte Premium-Storys sowie über 8.000 Zeitschriften und Zeitungen zuzugreifen.
Bereits Abonnent ? Anmelden
Diese Geschichte stammt aus der October 2019-Ausgabe von Indian Management.
Starten Sie Ihre 7-tägige kostenlose Testversion von Magzter GOLD, um auf Tausende kuratierte Premium-Storys sowie über 8.000 Zeitschriften und Zeitungen zuzugreifen.
Bereits Abonnent? Anmelden
Trust is a must
Trust a belief in the abilities, integrity, values, and character of any organisation is one of the most important management principles.
Listen To Your Customers
A good customer experience management strategy will not just help retain existing customers but also attract new ones.
The hand that feeds
Providing free meals to employees is an effective way to increase engagement and boost productivity.
Survival secrets
Thrive at the workplace with these simple adaptations.
Plan backwards
Pioneer in the venture capital and private equity fields and co-founder of four transformational private equity firms, Bryan C Cressey opines that we have been taught backwards in many important ways, people can work an entire career without seeing these roadblocks to their achievements, and if you recognise and bust these five myths, you will become far more successful.
For a sweet deal
Negotiation is a discovery process for both sides; better interactions will lead all parties to what they want.
Humanise. Optimise. Digitise
Engaging employees in critical to the survival of an organisation, since the future of business is (still) people.
Beyond the call of duty
A servant leadership model can serve the purpose best when dealing with a distributed workforce.
Workplace courage
Leaders need to build courage in order to enhance their self-reliance and contribution to the team.
Focused on reality
Are you a sales manager or a true sales leader? The difference, David Mattson, CEO, Sandler® and author, Scaling Sales Success: 16 Key Principles For Sales Leaders, maintains, comes down to whether you can see beyond five classic myths that we often tell ourselves about selling.
