Well, I thought - why not ask them? At the end of February I facilitated a panel Q[&]A session in my role as Guildford Area Coordinator of the European Mentoring and Coaching Council. On the panel were heads of HR, Learning and Development and Organisational Development from 3 multinationals based in and around the Guildford area. So, what are these buyers of coaching looking for? The key requirements seemed to me to be twofold – quality assurance and value for money.
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I have long been fascinated by the fact that some people bounce back and eventually thrive when confronted with a situation of own failure while others crack or permanently suffer. While at first this was a purely abstract and intellectual interest live gave me the chance to make my own experiences with failure.
We need to talk. These words often trigger anxiety, whether at home or at work. In fact, for many, announcing feedback is right behind the dentist and tax return in terms of popularity. As coaches, we know good ways to counter this discomfort: Using the classic sandwich approach or the burger-method, where feedback is constructively wrapped between two or more layers of praise, recognition and mayonnaise. These methods are particularly effective when it comes to correcting errors on a factual level. However, if the focus of the feedback is on emotions or a sustainable change in behaviour, traditional feedback does not seem to be sufficient. If real change, if more creativity and personal responsibility are to be encouraged, feedback should not be improved, but be based on completely different basic assumptions. The first basic assumption that needs to be reconsidered is that the person giving feedback knows better what should have been done or said.
Nothing seems to be easier to answer than the question if you are successful. But the moment you start thinking about it, questions come up like “am I really successful?”, “what does successful mean?” or “successful in relationship to what?”. In a recent study with over 200 managers from all over the world I asked the question “What does long-lasting professional success mean for you?” I wanted to find out which ingredients are widely accepted in the recipe for success.
Ensure a positive team atmosphere!
Modern working life can often be stressful and challenging. People experience external challenges as a burden when they feel they have no control over them and do not believe they have sufficient resources to cope with the stress of everyday life. But there are ways in which you can make your working day stress-free.
The rapid technological change brought about by the digital transformation, the flood of ambiguous information, a large number of vacancies to be filled and an increasing shortage of skilled labour are just a few examples of how the demands of the modern working world are constantly increasing. This leads to mental and/or physical overload for employees and managers.
We hear and read a lot about topics such as "self-management", "mental health", "resilience" and "inner world". We are looking for help to better cope with today's demands. A recent study by Techniker Krankenkasse shows that a third of Germans sometimes feel stressed and a quarter even feel this way frequently.
In today's polarized world, conflict is inevitable. This is especially true in the workplace, where teams are often made up of people with diverse backgrounds, values, and perspectives. While conflict can be disruptive, it can also be an opportunity for growth and learning. Team coaching can help teams to resolve conflict in a constructive way and emerge stronger as a result.
Are Sales people coachable at all?
While B2C sales are very often product driven, focusing on the large consumer target market and maximizing the value of one single transaction, B2B sales are relationship based, very often with a very focused target market and aiming to maximize the long-term relationship value. While B2C relies to a great extent on the image created through marketing and tries to trigger an emotional buying decision, B2B sales are - at least on the face of it -characterized by rational buying decisions based on business value.