Author Archive

Emotionally Intelligent Feedback

From The ‘F’ Word… to the ‘E’ Word

It has been shown that, along with a lack of skills and a lack of performance expectations, a lack of feedback is one of the biggest barriers to effective work performance (Lapid-Bogda, 2004).

This makes perfect sense doesn’t it?

To improve performance we all need an accurate reflection of our strengths (so that we can build on these) and our areas of needed improvement (so that we will know what to change).  If accurate and effective feedback is so important to individual and organizational success, why are so many employees and managers often unenthusiastic about the feedback process?

Surely if we can share information that will enhance performance and workplace relations we should relish the opportunity to give and receive feedback!

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Beyond Your Box

What Motivates You?

If you’re in the business of developing people and growing human potential, consider for a moment these questions:

  • What motivates you to do this kind of work?
  • What really stimulates and inspires you about your job?
  • What aids and supports you in bringing out the best in others?
  • What would take your coaching and mentoring relationships to that next level?

Many people development professionals are inspired by helping individuals and teams expand their potential, enhance their performance, and reach goals beyond the barriers that had held them back before. As coaches, mentors, and managers we are stimulated and greatly encouraged by the positive shifts people make as a result of our coaching and mentoring conversations with them.

But most coaches, mentors, and managers eventually reach a point in their professional development where they look for something more – something to expand their own performance and effectiveness. When this happens we search for a training course, a book, new method, or an assessment tool that will open up new avenues of intervention for us.

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What are you FOR?

Mission Statements

What is your opinion on company “mission statements” or written declarations of “organizational values and visions”?

Has your organization developed documents that define your “corporate goals and identity?”

Ideally these documents will shape and inform the everyday functioning of the teams and individuals that constructed them. But very often these documents make impressive, but irrelevant decor items for executive office walls.

Why is that?

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Team building – Putting the “I” back in “Team”

“There’s just no ‘I’ in team!” You’ve heard that said before right?

If you’ve been part of any team or organization, you’ve experienced the frustration and resentment of when a colleague, a manager or a staff member privileges their own agenda, their own promotion, their own function, or their own goals, over the team’s shared vision and collective success.

Individualism at the expense of universal progress.  Me, myself and I, before I and thou.

So there’s no “I” in team, yes? Or is there more to it than that? And what difference might the power of emotional intelligence make in the dynamic relationship between “I” and ‘team’?

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