Focusing on strengths is the ultimate fast track for developing employees.
Employee Engagement
Engaged employees elevate organizations. They succeed at achieving organizational goals. They look out for each other while taking care of customers. They’re innovative, committed, and productive. And here’s the best part: Employees want to be engaged. Why? Because engagement gives employees the deep satisfaction of having their fundamental needs met: belonging, peers, something to be proud of …
Performance Development
A performance development model isolates the three essential activities managers must master to consistently improve an employee’s performance. Employees don’t want a manager who only issues commands and dictates. Employees want a coach. And coaching works: When managers provide weekly feedback, team members are at least 3x more likely to be motivated to contribute greatly at work.
Teams and organizations become more productive and profitable.
When managers learn to create organic growth through people management and human development, the highest levels of organizational success become realistic.
Take care of your workplace issues
People are at the heart of your workplace. Understand them, and you’ll know how to solve your workplace problems, seize opportunities, and outperform your competitors. The coaching conversations will answer some of the most important workplace questions and issues.
How do I help my workforce achieve more?
Transform your team management habits. Today’s employees don’t want a boss; they want a coach. They want the possibility to learn and grow, job clarity, accountability, responsibility, skill development, and ongoing feedback. When managers give people what they want and need at work, employees and teams become more successful.
Transform your culture. Build a culture of strong employee development and high engagement. When employees are developing, so is your organization.
Prepare people management to respond to your workforce’s needs.
Why do today’s employees switch jobs? How do I attract and keep them?
Employees are consumers. They will shop around until they find an employer who can give them what they want. What do employees actually want?
- purpose in their work, not just a paycheck
- development, not just job satisfaction
- coaching people management; not authoritarian bosses
The top three things millennials say they look for when applying for jobs:
- opportunities to learn and grow
- quality of manager
- quality of management
How to grow without mergers and acquisitions?
Transform your workplace culture into one that focuses on developing employees and great managers. Merging and acquiring to expand eventually starts to hurt. Organizations find that most companies can still double their revenue by selling more to their existing customer base. Selling more depends on one person: the manager. Managers hold the keys to team inspiration.
When teams are motivated, revenue and quality earnings increase.
Why do managers need coaching conversation skills?
The list is endless, but here are a few reasons:
Engagement. To engage employees, managers must meet the needs that all employees have. When managers focus on engagement, many business metrics improve, including sales, productivity, performance, and retention.
Performance. Performance development should be frequent and of value to the organization and the employee. Continual coaching helps managers and employees create an ongoing dialogue about performance and individual needs. By having coaching conversations, managers and employees remove barriers, seize opportunities and adjust when circumstances change.
Wellbeing. Collaborating with employees to improve their wellbeing and reduce burnout requires a solid relationship. It requires trust and understanding. Coaching enables team leaders to build and maintain trust.
A coaching conversations program does more than give managers a list of how-tos and a few techniques for coaching. The journey completely transforms their approach to management, equipping them to build a stronger business for you and better lives for your employees.
How can people managent improve?
Almost 7 trillion euros are lost each year due to poor management and not engaged or actively disengaged employees worldwide.
Managers hold the solution by learning how to fulfill each employee’s basic human needs and inspiring outstanding performance.
1) People need an understanding manager who coaches them. The manager is the constant factor in employees’ engagement.
2) People need the opportunity for development. The No. 1 reason people change jobs today is career growth opportunities.
3) People need to know what they’re naturally good at. When employees know and use their strengths, they are more engaged, nearly six times more, and perform better.
What is the best people management training program?
The best management training shouldn’t be training at all. To reach their highest potential, many managers need a people management development experience that transforms their approach in a fundamental way towards coaching conversations.
Engaged and actively disengaged employees, scoring in the top quartile on employee engagement significantly outperformed those in the bottom on these crucial performance outcomes:
- 17% higher productivity
- 20% higher sales
- 21% higher profitability
How does the manager experience affect the employee experience?
Managers help create the employee experience. How managers feel about their job significantly affects how employees feel about theirs. Each stage of the employee life cycle largely depends on the manager. Any employee experience strategy must account for how managers experience their role.
Help managers to increase their self-awareness, use their strengths, and succeed in their roles. Actions like these make the work experience better for managers and, as a result, everyone else in your organization.
RETURN ON INVESTMENT
What happens when organizations invest in people management learning?
Clients who invested in at least one program saw an average employee engagement increase of 14%.
In all three main content areas – strengths, employee engagement, and manager development – organizations see an average employee engagement increase of 20 percentage points.
Organizations that invested in people management programs realized an estimated return of €1,612 in productivity per employee in the first year. This is an average on all employees, also people whose manager didn’t receive an extra people management program.
TEAM LEARNING CLIMATE
Psychological Safety
represents the extent to which the team views the social climate as conducive to interpersonal risk; it is a
measure of people’s willingness to trust others not to attempt to gain personal advantage at their expense.
1- When someone makes a mistake in this team, it is often held against him or her (R).
1- In this team, it is easy to discuss difficult issues and problems.
1- In this team, people are sometimes rejected for being different (R).
1- It is completely safe to take a risk on this team.
1- It is difficult to ask other members of this team for help (R).
1- Members of this team value and respect each others’ contributions.
TEAM LEARNING BEHAVIOR
Team learning behaviors (internal): TLBI
represents the extent to which team members engage in behaviors designed to monitor progress and
performance against goals (single-loop TL), as well as the extent to which they engage in behaviors
designed to test assumptions and create new possibilities (double-loop TL)
3- Problems and errors in this team are always communicated to the appropriate people (whether
team members or others) so that action can be taken.
3- We often take time to figure out ways to improve our team’s work processes.
3- In this team, people talk about mistakes and ways to prevent and learn from them.
3- This team tends to handle conflicts and differences of opinion privately or off-line, rather than
addressing them directly as a group (R).
3- This team frequently obtains new information that leads us to make important changes in our
plans or work processes.
3- Members of this team often raise concerns they have about team plans or decisions.
3- This team constantly encounters unexpected hurdles and gets stuck (R).
3- We try to discover assumptions or basic beliefs about issues under discussion. (D&M modifed)
Team learning behaviors (external): TLBE
represents the extent to which team members engage in behaviors designed to obtain information and
feedback from others in the organization or from customers.
3- People in this team frequently coordinate with other teams to meet organization objectives.
3- People in this team cooperate effectively with other teams or shifts to meet corporate objectives or
satisfy customer needs.
3- This team is not very good at keeping everyone informed who needs to buy in to what the team
is planning and accomplishing. (R)
3- This team goes out and gets all the information it possibly can from a lot of different sources.
3- We don’t have time to communicate information about our team’s work to others outside the team. (R)
3- We invite people from outside the team to present information or have discussions with us.
(D&M)
WORK TEAM OUTCOMES
Team learning outcomes (items suggested by qualitative research) (TLO)
represents extent of learning benefits for individual team members as a result of working on this team.
3- Members of this team help others understand their special areas of expertise.
3- Working with this team, I have gained a significant understanding of other areas of expertise.
3- The outcomes or products of our work include new processes or procedures (D&M)
Want to work on the people management skills of your team leaders and managers? contact us
People management can motivate or disengage a team. A group of managers can grow or weaken an organization. By providing support for your managers, in line with company culture and ambitions, they learn how to reach organizational goals and fortify workplace culture by coaching, engaging, and developing employees, while raising performance and outpacing the competition.
