In April we are reminded that the filing of our personal taxes are due by the end of the month. Although this does not often have a favorable connotation to it, along with all the many slips we need, we also collect all of our charitable receipts with pride and can assess, through an actual numerical figure, how giving we truly were this past tax year.
Almost every manager I speak to talks about the amount of time they spend on human resource issues. Some even feel overwhelmed. Unfortunately, most of the issues relate to interpersonal conflict between employees, bullying, blaming, poor performance, job dissatisfaction, gossip, complaints and whiney attitudes.
According to Cy Wakeman, author of Reality Based Leadership, and the keynote speaker at the upcoming QNET conference, part of the challenge is that many employees have adopted learned helplessness both in their personal and professional lives. In her view, employees are feeling they lack control and have an inability to change their circumstances. This results in negative attitudes and presents a problem for leaders.
In her view, the fault lies with leaders who over-manage and don't lead instead of coaching employees and developing their skills and expertise. When a leader acts in such a way, all they get from employees is excuses. This leads to even more workplace drama.
As organizations bring on new employees a great deal of detail goes into the letter of offer to ensure compensation and benefits are compelling. The business leader and HR also ensure that the onboarding process is ready to provide a smooth transition into the organization. After all, the effort and approach taken with a potential candidate is, in itself, being considered and evaluated before the final outcome is determined. It should be – word gets around! A great hire can be your best ambassador to continually attracting good people.
The sporting world provides many examples of how good coaching results in good teams that lead to consistent performance over long timeframes and through periods of high stress. Can we as Managers bring some of this coaching skill and expertise into the workplace to assist in the development and performance of our employees? If so, what are some of the challenges we face, what are the competencies we require? Better yet, is it worth our time and energy to become a coach to our employees?