You need more than ‘guts’ to tackle difficult conversations at work, you need tools. Tool #1 is understanding the personality you're dealing with.
Coaching conversations work better when they’re based around a proven structure. We look at a couple of tools which make them far more effective.
Web 2.0 delivered much – but it didn’t automatically come with People 2.0. As Paul Trevithick said, “We often get the technology right but the sociology wrong”. Great managers understand how technology helps and hinders their remote-team relationships – and act accordingly
Working with others – and getting the best from them – requires trust, which takes time to build. Understanding and modifying your behaviours can enable you to build greater trust more quickly with your team.
If there’s one thing that’s harder to manage than people, it’s time. Finding a process to capitalise on every moment, while working out what to do first, takes discipline – and focus, to eliminate the time bandits.
To move from team member to team leader isn’t easy – in fact, it requires a person to see things from a whole new perspective.
Coaching works better when you move beyond showing people ‘how to do things’ towards helping them work out for themselves how best to do them.