Coaching for Excellence – Issue ⁰07

Coaching tips from issue 07 of the Coaching for Excellence newsletter.

5Ps: be Proactive about Problems to Provide People with Peace of mind

One of the best things you can do in relationships is to be upfront about disruptions or problems.

• If you’re going to be late to a meeting, let the other person know in advance.
• If you’re going to be OOO, here are some tips (▶ YouTube, Instagram)
• If you’re not able to attend a project meeting, provide updates prior to your absence so everyone still has what they need to continue working.
• If you have a product delayed/broken/missing, let the client know what you’re doing to resolve the situation instead of hoping they don’t notice.
• If you’re not able to deliver a report or presentation on time, let the client know when they can expect it.

Being upfront goes a long way in managing the client experience and building trust within your team. It’s courteous to think of others and what they need.

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People feel attacked when there is truth in the message. When you own it, you take the sting out of it. You also reduce the likelihood of the situation being used against you.

When I feel attacked I pause to reflect on what haven’t I acknowledged that I need to address. Depending on the situation the pause may take more or less time, but the reflection allows room for growth.

@theceoffice

Do applicants swipe left or right after an interview?

Many businesses treat hiring like a dating app, swiping repeatedly to find the best candidate. What would happen if you were more intentional in the hiring process? 1,920 hours a year is a long time to spend working beside someone. What if you viewed the hiring process as finding someone to enter a relationship with versus fill a seat?

• What would make this a successful relationship? Be clear about the skills and traits needed to support the business and complement the existing team.
• What about the hiring process attracts or repels talent?
• Does the aesthetic of your brand align with the culture of your brand? (ex: polished online presence, but disorganized culture)
• Are you realistic about the expectations of the role or is it sugar-coated in an attempt to quickly fill a seat?
• What type of leader are you? Do you welcome high-performers who may challenge you at times? Or do you prefer followers?

Candidates are swiping to find the best fit too. Does their experience make them swipe left or right?