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A Balanced Life
Today, people as busy and stressed as professionals often do not take the time to check in with themselves periodically about where they are in their lives. They tend not to stop and ask what is giving meaning and value to their lives. Sometimes the...
Are You on Overload? Delegation is One Key
You probably know that delegating work to others is a great and appropriate way to save time, prioritize your own agenda and to focus on what you "should" be doing. However, knowing when and how to delegate well is the key to being successful at...
Coaching Leaders - 6 Reasons Some Executives Give Up
How do you help leaders succeed? Give them some coaching, that's
the widely accepted solution. Then why do some executives give
up on coaching programs designed to help them improve?
Executive coaching offers a tremendous opportunity to...
Soft E-mail selling skills coaching
I have been operating on the web for quite a while and i have seen spam time and time again,, but recently i have been learning Soft E mail selling skills from a guy i met in an internet cafe. I have been trading my seo skills on one of his...
Terrible Meetings - Ten Ways to Spot Them!
Meetings are valuable components of organisations. Yet they need process, discipline and leadership/facilitation to work best. Working at getting them right is one of the most value-creating activities any organisation can embark on. But it doesn't...
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Coaching Skills for Peers: Extending Influence
Many people think of coaching solely as a management technique. Although coaching skills provide managers with the means to get business results while creating solid relationships, the value of coaching in other arenas is often overlooked. Utilizing coaching skills is also beneficial when cooperating and collaborating with others, developing influence within the organization, and getting effective business results.
Peer coaching is not a new idea, but is not widely practiced. In fact, there are significant barriers to its effective use. In some organizations, the “command-and-control” style of management is so entrenched that position power seems to be the only lever available to get others to consider a request.
More and more, though, organizations are flattening out, abandoning a rigid hierarchy, and encouraging people to come together across boundaries, divisions, and departments to unite efforts and talents in ways that may not have been possible before. Eliminating territorial attitudes and interdepartmental rivalries, and encouraging teamwork provides for endless possibilities.
Peer coaching requires many of the same coaching skills that managers utilize when coaching Representatives. However, peer coaching also demands a special sensitivity to relative situations. For example, a manager may address an issue directly: “John, I need to get some numbers from you on the Simpson project.”
With a peer, a less direct approach is needed. Peer
coaching requires asking questions, gaining an understanding of the other person’s issues and viewpoints, and identifying areas of shared interest or concern. Peer coaching doesn’t necessarily involve quid pro quo – “I’ll do this, if you’ll do that.” But, peer coaching does involve identifying areas where one team member can be of assistance to another team member, or where the combined efforts of team members provide the most beneficial results.
As with all coaching skills, the most important piece of peer coaching is listening to understand. Learning more about various priorities allows people to identify areas for collaboration, while strengthening relationships and seeing team members as valued individuals. A team member’s greatest untapped resource may be the opportunity to reach across boundaries, combine strengths, and achieve personal goals as well as the goals of the organization.
Quick Tip
PEER COACHING REQUIRES:
- Seeing the “big picture”
- Asking questions
- Understanding the other person’s point of view
- Identifying areas of shared interest/concern
About the Author
If you would like to read more information on coaching skills for peers, managers, and leaders, please visit CMOE or you can speak with one of our Regional Managers who will be able to answer your questions. You can reach us at (801) 569-3444.
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