We’re all trying to help people change. Yet, changes are too few and too slow. The biggest reason is we’re focused on the wrong thing. By moving conversations from WHAT, the behaviors, to WHY, the meaning underneath those behaviors, we can see real change. Here’s how.
I worked with a group of CEOs to help them move from micromanaging to a more developmental approach with their teams. Five minutes into my workshop, one CEO become a bit animated. “If we hired qualified people, I wouldn’t have to develop them,” he said. “I don’t have time for this!”
Back in the 1980s John Grisham was a busy, young lawyer – who wanted to write a book. He had the vision to write, but little free time. Does this sound familiar? Here’s his story and how you can achieve your big goal.
Grisham couldn’t stop working. He had a young family and a busy practice. What he could do was become intentional. He decided to go to his office early and write just one page a day. And he kept going. Week after week, he continued writing a page a day, until 3 years later his first novel, A Time To Kill, was completed.
It’s been a fantastic year of learning, growing, and changing. The number of visitors and article views at keithwebb.com were up 13% and 14% respectively, even though I wrote fewer articles in 2018. Here’s the 10 most viewed articles.
This year, I’ve had more emails and comments on social media from individuals sharing the impact that an idea from an article had on them.
If you’re unhappy with your current job, you’re not alone. More than eighty percent of people are looking for a new job or open to one. Gallup reports that only fifteen percent of workers worldwide are engaged in their jobs. These figures are staggering. Leaders who leave one dissatisfying job often find themselves in another unless they first do these 4 things.
Mariana worked for an international nonprofit, first as a field staff member, then as a manager. She contacted me
Coaching has an identity problem in organizational settings. Everyone knows about coaching and may even use the term to describe how they work with people, but few are actually coaching. A new study demonstrates that managers believe they are coaching when they are actually just telling people what to do. Worse, because peers reward their micromanager-as-coach approach, the wrong behaviors are reinforced. The good news is there’s a fairly easy solution to help managers begin to coach and see powerful results.
While teaching coaching skills for more than a decade I’ve witnessed firsthand the massive shifts in how leaders communicate after receiving a little training. Yet, I was still surprised by
The Coach Knowledge Assessment is an assessment the International Coach Federation uses to measure coaches’ understanding of the knowledge and skills important in the practice of coaching. If you have good coaching training, with these tips, you should pass the ICF CKA with flying colors!
Coaching has turned into a $2 billion a year industry. The International Coach Federation (ICF) is the largest coaching association in the world with more than 34,000 members in 145 countries. The ICF
Studies show that attending a good training event will produce about 23% behavioral change. That’s not much change for the amount of time, money, and energy put into these events. The same studies show that if you follow up training with some kind of coaching, average behavioral change increased to 89%. That’s a huge difference. The problem is, we have more trainees than coaches to do the follow up. Rather than throw our hands up and say, “oh well,” let me show you a way to automate follow up for free.
4 Keys to Follow Up Well
Follow up is essential because of “human nature.” Between procrastination, our lack of confidence in the new skill, and many other things competing for attention it’s easy to put off implementation of what we learned for a less busy time. However, there probably will never be a less busy time!
4 keys to follow up well are:
Modeling preferred behavior is a powerful way of influencing the people around you. But your example isn’t enough. People usually don’t know why or how you’re doing what you’re doing unless you tell them. Here’s how to ensure learning from your example.
Our workshop participants tell us that they learn a lot about interactive training by watching the way we lead our workshops. They see us model brevity of teaching, use many different interactive exercises, and facilitate skill practice during the workshop.
We model it. They see it. But in the end, they can’t replicate our training style. Why?