How to Manage Someone Who Can’t Handle Ambiguity – Harvard Business Review
Coaching bivalent people (a person who splits the world into friends and enemies) isn’t easy, whether you’re a professional coach or a manager trying to help them learn to interpret the world around them in a more productive way. This article discuses how you can begin by helping them acknowledge that they don’t understand as much as they think they do about their own inner thoughts, beliefs, desires, and intentions. The article also discusses how it is extremely difficult to interpret other people’s desires and motives accurately unless you have some understanding of your own.
Why Leaders Are Easier to Coach than Followers – Harvard Business Review
Followers receive very little fanfare. In a culture obsessed with leaders, we think of a follower’s role as submitting, taking direction, and dutifully executing the leader’s will.
Recent research from PsychTests, however, reveals that followers may not be as compliant as we assume. In a study that measured individuals’ openness to coaching, PsychTests discovered that people who identify as followers are actually less open to coaching than people who identify as either leaders or adapters (those who are comfortable leading or following depending on the circumstances).
Your Coaching Is Only as Good as Your Follow-Up Skills – Harvard Business Review
No matter how successful a coaching session feels while it’s underway, if it doesn’t lead to change after it’s over, it hasn’t been effective. Unfortunately, too many managers don’t adequately follow through and thereby squander the important time they’ve invested in coaching. This article provides a list of tips and questions to help you track the progress of everyone you’re coaching and make the process more effective.
Learn to Become a Less Autocratic Manager – Harvard Business Review
This article discusses coaching and how leaders need to recognise that the key to success is not adhering to hierarchy or position power, but mastering a complex set of seemingly contradictory organizational dynamics—autonomy and shared decision-making, individuality and teamwork.
The Difference Between Coaching Rookies and Veterans – Harvard Business Review
This article discusses how coachees require very different coaching depending on where they are in their career – new to the profession, a ‘star’ at the peak of their career, or a seasoned player who is struggling to get back on track.
Millennials Want to Be Coached at Work – Harvard Business Review
This article discusses how young people (millennials) crave and respond to a good, positive coach, who can make all the difference in their success. In a global survey conducted in 2014 in partnership with Oxford Economics, 1,400 Millennials told us they want more feedback from their managers.