Let’s face it, most managers are not good coaches. The leaders that are good coaches partner in developing their people to a new level of performance success, tapping into and maximizing an individuals talent potential.
Like organizational and individual performance, learning continues to evolve. Today, even more so than in the past, it is crucial to continue developing our individual skills and talents both inside and outside the workplace.
The responsibility for owning performance and changing performance is with each one of us, not our manager. If we don’t want to be managed then we must proactively lead our personal performance and set our leader up to support us, not manage us.
I am accountable. Just saying the words “I am accountable” sets a tone, an expectation that action and results can and will happen. You then add the words “no matter what” and a whole new level of commitment and expectation is set.
Over the last 25-30 years change management has emerged and grown from concepts and studies about the impact of change, to thousands of books, articles and seminars created to help people and organizations manage change. But change is, well, changing, and people and organizations must evolve from managing change to leading change.
There was a day and age when business cycles were predictable. You could plan for a certain annualized growth, keep expenses in line, and while competition existed, you could plan for it and global disruption was never a factor. Now business cycles and windows of opportunity are often hours and weeks, not years.
As a child, how many of us heard the response “Because I told you so!” when you asked why you had to do something? Nearly all of us have, at one time or another, heard those dreaded words growing up. That response has its origins from a bygone era when performance either at home or in the workplace was administered through command and control.