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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

Win with a Mortgage Loan Officer Mindset Coach

By Stefanie Sample |   May 15, 2018

You’re a highly driven mortgage loan officer looking to grow your sales immensely. You’ve attended the seminars, the workshops, the luncheons. You know all about managerial techniques, and you know exactly how to be a better loan officer. In fact, you’ve probably been coached as much as a Major League team.

 

So when you hear mindset coach, you may be thinking you’ve heard it all before.  But a mindset coach, by definition, will help you think differently so that you can act differently.

 

How One-on-One Business Coaching Gets Results

By Stefanie Sample |   May 08, 2018

Nobody likes being told what to do.

 

You don’t have to be a neuroscientist to understand this. It’s just part of the human experience: once someone gives us a specific task and tells us we must accomplish it, our desire to do the task almost completely evaporates. Even if it’s something we wanted to do in the first place!

 

3 Signs You're Suffering Job Burnout

By Steve Scanlon |   Feb 06, 2018

Have you ever been at the doctor's office and they ask you to rate your pain level from 1 to 10?

That is such a strange question! What would I say? 2.349? Or do I round to the nearest tenth? And how does the doctor know that my 3 isn't someone else's 8 (or vice versa)? I assume the question must be important for medical professionals, but the comedian in my head is imagining a Monty Python-esque sketch set in an ER. A man comes in on a stretcher mangled and bleeding. The doctors ask him to rate his pain on a scale of 1 to 10, to which the man replies weakly, "Probably a 2... maybe 3." Pain is such a relative thing. 

Where Can You Get Motivation For Doing Work (Authentically)?

By Steve Scanlon |   Nov 10, 2017

Having Trouble Getting Stuff Done? Try This Short Thought Exercise

By Steve Scanlon |   Nov 03, 2017

Between all the consultants at Rewire, we get to do a lot of workshops with people who are hungry for real change.  

Things I Learned from Listening to My Procrastination

By Steve Scanlon |   Oct 26, 2017

Last night before falling asleep, I had a brief and final thought about going for a good run in the morning. But the next morning, lo and behold, I wake, do some meditation, get to some work, and then realize that I have a headache. I almost felt queasy. I don’t really know why, but at about 8:00 the little man inside of me began to create reasons not to go for that run I had whole-heartedly committed to just hours before.  You know that little person, right?  He or she is the one inside of all of us crafting all manners of excuses for us not to do something.

What You Can Learn from Your "Tagline"

By Steve Scanlon |   Jun 14, 2017

 

Getting Things Done: Structure, Passion and Shipbuilding

By Steve Scanlon |   May 18, 2017

 

"What You Do" Isn't the Most Important Part of Your Work. Focus on This Instead.

By Steve Scanlon |   Mar 09, 2017

“What do you do?” This is a common question that we ask each other at cocktail parties and other friendly gatherings. We have been answering that question for most of our adult life. “I’m a dentist.” “I sell Real Estate.” “I am a high school English teacher.”

How Definitions Shape the Trajectory of our Work

By Steve Longan |   Feb 03, 2017

I don’t think you have to be a “bad kid” to get in trouble a lot. You just have to be someone who doesn’t know when to shut up and stop arguing. Or how to tell the difference between the practical joke that just gives everyone a laugh and the practical joke that gets you suspended.

What Will Be the Markers in Your Life?

By Jason Abell |   Dec 27, 2016

This summer, my son JJ and I hiked the 40-mile section of the Appalachian Trail (AT) that stretches from the northern border of Maryland at the Pennsylvania line to a southern Maryland border at Virginia’s Harpers Ferry. While this trip created many memories for me and JJ, there is something that still sticks out in my mind from the hike: the white blazes.

What Kind of Rewards Are the Best Motivators?

By Joe Shaffner |   Oct 20, 2016

Spend enough time around us and you’ll hear some form of the phrase “We can’t expect to act differently unless we first embrace having to think differently.” It’s something we practice internally and one of the mantras that guide our engagements with clients. And one of the things we’re on a mission to help people rewire is the way they think about the motivation for their work. And while there are many different dynamics to a concept like motivation, one area I like to focus on is Reward. One of the things I often ask my clients is how they reward themselves for an accomplishment or reaching a goal. This usually elicits one of three responses:

The Power We Have for Change Is Real

By Steve Scanlon |   Oct 05, 2016

One of the greatest gifts in the world is having both the desire and ability to change. You might not think of these as a gift, but how many of you know of someone who really needs to change, but has no desire to? Or, how many people in other parts of the world wake up with the desire for change, but the circumstances around them don’t give them that choice? For them, change is a luxury. This is why I say the desire and ability to change is one of the greatest gifts we can have. And it is very likely that if you are reading this article that you are one of those with the power (desire + ability) to change.

What If We Are Not What We Repeatedly Do?

By Steve Scanlon |   Sep 15, 2016

So, as it turns out, Aristotle may not have actually said “we are what we repeatedly do.” Or, he may have said something along these lines in Classic Greek, but it doesn't quite translate into English. Whatever the origins, this quote is oft used by people who are trying to get others to examine their habits, their actions, and their lives.

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