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True, Kind, Necessary: Transforming Communication with Mindfulness

By Edith "Edie" Raphael, PhD |   Nov 28, 2018

Is it True? Is it Kind? Is it Necessary?

One of the benefits of mindfulness is, to paraphrase Viktor Frankl, the space it creates between stimulus and response. In that space between, we find choice. Mindfulness then creates time for us to choose our response. (Over time, the practice of making that choice helps us to create new neural pathways, which then become our new default responses.) One such choice is the words we use, or more generally, what we give voice to.

Communication Coach

By Stefanie Sample |   Nov 06, 2018

Comprehensively Communicating

Most people who earn a managerial position where they must now begin communicating with an expanded staff are not there because their communication skills are outstanding. Rather, they are really good at what they do. This skill causes them to assume the new managerial position will be easy. However, what can happen is that, inexplicably, those beneath them actually diminish in performance. Why?

Management Coaching Culture Boosts Employee Retention

By Stefanie Sample |   Nov 06, 2018

Don’t Mismanage Your Best Assets

Employees are the most important assets of any company. There’s a problem that many organizations have, though. When they invest in employees, there is a tendency to think of those individuals statistically.

 

If you want self-motivated, effective employees to stick around, you can’t treat them like numbers. Maximizing retention means maximizing employee satisfaction, even employee fulfillment, and making them feel valued. This is done better through coaching than through management which may tend to treat workers like numbers. You’ve got to be a coach, not a human resource manager with a mindset to treat employees like numbers. To condense it down: you want to be a leader, not a boss.

 

There’s a reason HR doesn’t generally manage loan officers or salespeople. They additionally aren’t often involved in managing teams where an entrepreneurial edge is necessary. Why? Fear of losing a job doesn’t motivate a person to excellence; it motivates them into being invisible. HR managers don’t exclusively hire and fire people, but this is what takes up a lot of their time. Accordingly, fear tactics predominate employee perceptions of some HR managers.

 

As an executive, you cannot afford to think in a way that is rooted in fear tactics. Such thinking builds a wall between you and workers. You don’t want a wall, you want a relationship—employees are the most important assets of your company, after all. The best way to enable them toward being profitable is to have a coaching mindset.

 

Coaching Toward Excellence

Consider a mortgage brokerage. Many executives in such organizations have loan officers operating in a strongly entrepreneurial capacity. The executives need to see certain numbers, the loan officers are doing their best to enable the right loans for the right people to hit those numbers, and to experience personal gain.

 

Already, someone working as a loan officer has reached a point where they’re trying to do their best. Now say an executive finds a loan officer is coming in “under par” regarding quota. An executive has a few options here: they can sit down on a one-on-one basis and try to motivate the employee by stoking the fires of consequence…or they can act in a leadership capacity as a sort of coach. The latter method will likely work better, sometimes the former is taken too often.

 

It’s not only loan officers that want to win the “game” of profitable operation. Incentives and bonuses among any team will help drive them toward their goals, as will effective coaching. If such workers aren’t hitting necessary numbers, it’s likely not deliberate. If an executive were to treat them like a malfunctioning machine, rather than a human, they shouldn’t be surprised if they see little to no improvement even while a quota lag persists. A machine is static and uncreative; a person is vibrant and imaginative. If your efforts are already emphasizing this aspect of individuality, excellent! If they aren’t, it may be worthwhile to optimize your approach.

 

Working with a team of coaches comes in handy in such situations. Employees are going to experience stress, and will likely feel their job has little purpose in the grand scheme of things. But treat them like people who are responsible, creative beings, and you give them inner strength to transcend boundaries, developing creativity to meet quotas.

 

Human Nature

You must exploit empathy, and this is a learning process. A coach may be “in your face”, push you harder, and motivate you in ways you didn’t think possible—but you understand why they’re doing so. It’s part of “the game”. Which game? Well, the game of selling, the game of outreach, the game of success.

 

Athletes love coaches because the coach-given passion which drives players is informed by desire. Good coaches transform desire into motivation. This has a balance. Sometimes a coach does get a bit confrontational and direct, because sometimes the only way to facilitate desire and motivation is through a swift, frank, indisputable address of reality.

 

In terms of a professional atmosphere, it’s going to differ per employee, and again, you can’t treat each employee as “one-size-fits-all” machine component. The key is facilitating desire as naturally as possible. Desire comes from within, and surfeits outward effort.

 

Effective Executive Coaching Maximizes Retention

An executive coaching their team can tell when a loan officer is under too much stress, or a seller needs to get re-motivated after a down month. Instead of berating these individuals, the good coach sits down with his team members, lets them speak, lets them be heard, lets them be recognized, and offers alternatives, advice, comfort, or reproof as necessary. The key is facilitating desire, which equals motivation. Proper action in such scenarios is situationally dependent.

 

Reduced stress, recognition, and humanity are better motivators than fear and might. The key is learning to coach—to lead—rather than to manage. Managers deal with numbers, coaches deal with people. Personability yields retention.

 

Learn to coach, learn to lead, and employees will stick around because they want to—because they desire to; because they recognize they’re a valued member of your team. If you haven’t looked into a coaching approach, you may want to consider it.

 

 

Schedule time with Paolo

I’ve Used This Boat Metaphor to Meet Challenges and Drive Growth for Teams

By Edith "Edie" Raphael, PhD |   May 02, 2017

This past year, I’ve been consulting for a company and one of its contractors on a big project. Since this big project requires close coordination, a large part of my work has become helping the two teams work better together. And this has not always been easy. The scope of their project is massive with matching stakes for success and failure. The deadlines are aggressive. The stress level is consistently high.

3 Reasons for Taking Short Breaks from Email (and how to start)

By Steve Longan |   Oct 14, 2016

People don’t always understand the profound importance of a given moment when they’re in it. And we can tell because of what they choose to say in that moment. So, for every Neil Armstrong (“That’s one small step for (a) man; one giant leap for mankind.”), we have an Alexander Graham Bell (“Mr. Watson, come here. I want you.”).

The Power of Work-Place Rituals: Thriving and Changing Together

By Edith "Edie" Raphael, PhD |   Jan 27, 2016

One of the main topics we address at Rewire is how to manage change. We start with the premise that no one likes change because the most primitive part our brain (often called the Lizard Brain) prefers familiarity. Every time our rational mind wants or needs to do things differently, the Lizard Brain protests…loudly. Individually, we can find ways to quiet our own Lizard Brain (and you can find many of those as you read our articles here on The Wireboard). But I would also like to offer a solution that teams and businesses can implement collectively to buffer the stress of big changes on the work front: the workplace ritual.

A Key Practice for Ruling Your World (Part One)

By Edith "Edie" Raphael, PhD |   Nov 25, 2015

Editor's note: Another new voice to welcome on The Wireboard: Edie Raphael! You can read more about Edith's background and why we're excited to have her onboard on her bio page. For now, enjoy this article from Edith!

Venn Diagrams: Answering the Foundational Question of How “Work” & “Life” Are Related

By Steve Longan |   Nov 18, 2015

In today’s Wireboard article, I’d like to utilize one of my favorite teaching devices: the Venn diagram. Venn diagrams are a great way for simply illustrating various concepts and their relationships to one another. So, whenever I have an opportunity to explain something by using a Venn diagram, I’ll take it!

Does Your Work Depend On You Being Right? (WHAT ARE THOSE?!)

By Steve Longan |   Oct 07, 2015

In today’s Wireboard article, I want to:

A Fun Exercise About Growth, Communication, Creativity And The Power Of Bricks

By Steve Longan |   Jul 02, 2015

I get to do a lot of interesting stuff for my work with Rewire. For instance, I wrote a few weeks ago about some eye-opening research I was doing on making better decisions. One of the other fun things I get to do with Rewire is design exercises for us to use in workshops, keynotes, retreats, etc., and today’s article is about one such exercise.  We’ll talk about: (1) How the exercise is setup, (2) what almost always happens with people as they do this exercise, and (3) what this means for sustainably growing our work.

LeBron James, Leadership And Investing In The Work Of Others

By Steve Longan |   May 27, 2015

Today’s Wireboard is a bit of a twofer. We’ll always talk about approaches to growing our work - but today’s article also has a healthy dose of NBA basketball mixed in. So if you've been looking to improve your work and read about basketball at the same time, today's your lucky day! If, on the other hand, you despise NBA basketball, feel free to forward this on to someone you don't like very much.

How We Started A New System Today

By Jason Abell |   May 13, 2015

Today was not an easy day. Good things happened today, but it was not easy. Here’s the story:

The Role Of Forgiveness In High-Performance Culture

By Steve Longan |   Dec 18, 2014

A few weeks ago, I wrote about the crucial role that paradox plays in high-performance culture. Today I want to tease one particular paradox that is absolutely necessary if we want to get better as individuals and teams in our work:

The Connections That Keep Our Work Alive

By Steve Longan |   Aug 27, 2014

The following events took place a few miles from the Rewire offices recently:

Where Our Convictions And Ability To Listen Clash

By Steve Scanlon |   Jul 08, 2014

Having profound convictions about something or a deep-seeded belief is a really great thing. It gives our decision-making a needed frame of reference and can help carry us through tough seasons in our work. Countless leadership books speak about developing a culture of conviction or some similar idea.

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