With the uncertainty that still exists around, “what’s next”, COVID, flu season, war, threats, politics, and how we work, leaders are looking, more and more, to coaches for a dependable, reliable, impartial, skill enhancing, confidential relationship that can form part of their personal Board of Directors.
As I am sure you’ve heard many times, people join companies and they leave managers. We know that 60% of new managers fail to achieve their outcomes within the first two years. We also know that Gallup’s data show that 30% to 40% of people have the skills necessary to be a manager. So, what is something you can do to become a better manager? Google says that the number one key to being a successful manager is periodic one-to-one coaching you have with your team.
Is it any wonder that we as human beings get things done through conversation with each other!? Conversations are where everything happens - how much more difficult are conversations now with so much technology in the way? People who have great conversations have the ability to get great results, build up their people and be very effective! So, all of us leading people need to develop our capacities to have conversations that build trust, reflect who we are, what we believe, what we feel and what we need to get done, in a way that supports our relationship with that person.
Two of the people I worked with this week, one a client and one a potential client, were both figuring out how to continue to grow. They were teaching themselves about how to continue learning - they were still open, agile and adapting.
On the other side, I hear clients say, “I got this!”. And they do. They’ve worked hard and they own it. They make it theirs’ and they keep the hard won victory close. In fact, they use the same approach over and over - “I got this!”.
I was going to spend this week’s writing time continuing to talk about first-time managers and how to avoid the first time manager syndrome. However over the last week I've been spending a lot of time getting reacquainted with strengths and the power they have when we know what ours are! Avoiding first-time manager syndrome requires you to know what your strengths are and how you do, or do not use them regularly. So I want to share with you today why strengths are important.
