Author Archive

I recently attended an International Coaching Conference in London and one of the speakers Dr Mark Slaski introduced the model below and referred to the 7 levers as “neuroscientific triggers” based on years of research as to what made a difference to people in terms of engagement and ultimately performance in a range of organisations.

All the 7 areas can in my opinion be greatly enhance and influenced by using coaching skills particularly “conversational coaching” such as FLIP.
 
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Below is note I received about a performance review (unedited other than a name change to maintain confidentiality) It was received after 1 day of training in FLIP training in 2013 as part of a development programme with a FTSE 100 company

Listening

I wanted to share with you a colleague review I have been a part of today, practising the learning's from yesterday.  I say a part of because that was how it felt – it didn't feel like I was ...

Jim Harter, Ph.D., is Chief Scientist, Workplace Management and Well-Being for Gallup’s workplace management practice. His article on 2017 is based on Gallup's research which yielded the following key findings and insights into critical components of performance development.

Employees whose manager involves them in goal setting are four times more likely to be engaged than other employees. Yet this basic expectation only occurs for 30% of employees.

Frequency of feedback alone can boost engagement three fold. But the feedback needs to be meaningful, that is ...

2 forces have disrupted what is traditionally called “performance management” — changing it to something more accurately described as “performance development.”

Organizations have discovered that their current performance management systems aren’t yielding the ROI they assumed. Just one in five employees strongly agree that their company's system motivates them. Large organizations spend tens of thousands of hours and tens of millions of dollars on activities that not only don't work, but also drive out top talent.

Something different is needed

The future of work ...

Ultimately all business is done through conversation. You would think the technology we have at our fingertips would help but it only seems to compound the problem. We move at such a speed now-a- days it’s no wonder our conversations are ‘verbally rushed transactions’.

Someone once said that everything gets done through conversations. As no conversations can be emotionally neutral we either enhance or diminish relationships with them.

FLIP and engagement

I first created FLIP in 2013 working with a FTSE 100 company ...

Welcome to participants of the “Winning Conversations” keynote /workshop. I believe that if you read this and the other blogs below that the workshop will really make more sense as you will start to realise why conversations are an underutilised leadership tool that can massively drive performance , create engagement and build collaborative working practices. In addition performance reviews when they are less formulaic can focus on having a productive conversation and driving development of the individual.

Coaching books

The following books ...