Corporate Coaching - Why Coach? C(5)+ED

Written by CMOE Development Team

Continued from page 1


Is your business accountable to legal, industry, safety, health, or other standards?YesNo

Are there specific policies, protocols, and formulas that cannot be compromised?YesNo

If you answered “yes” to either question, then you need coaches to monitor and ensure that performance is measuring up. You need leaders withrepparttar courage and skill to confront problems in a positive and constructive manner so that people want to achieverepparttar 137849 standards.


Does your organization value continuous improvement, ingenuity, and developing your processes to achieve better performance and higher quality for your customers?YesNo

If you answered “yes,” then you need leaders who can coach and encourage team members to critically examinerepparttar 137850 traditional ways of doing things. Leaders also need to coach team members to be creative and try new methods.


Does your organization need to retain talented team members?YesNo

Are your current team members ambitious, and do they want to learn and grow?YesNo

If you answered “yes” to either question, then you need leaders who can coach, mentor, and train team members to achieve current performance objectives, as well as prepare them for future strategic positions. You need leaders who understandrepparttar 137851 value and need for individual development plans and activities, so team members will want to stay, grow, and contribute torepparttar 137852 organization.


Considerrepparttar 137853 following examples that illustrate what happens when corporate coaching isn’t practiced, and whatrepparttar 137854 possibilities could be if leaders did successfully coach.

  • Retention: According torepparttar 137855 Gallup organization,repparttar 137856 number one reason an individual leaves a job is because they are dissatisfied with their working relationship with their manager. -Buckingham & Coffman - First, Break Allrepparttar 137857 Rules
  • Trust: Five out of seven managers would rather lie than give honest feedback. -Jan Halper, Ph.D. - Quiet Desperation
  • Loyalty: During a competitive comparison shopping session at a national retail chain store, a customer went throughrepparttar 137858 checkout line with a bicycle that cost over $200. Torepparttar 137859 customer’s surprise,repparttar 137860 cashier rang uprepparttar 137861 bicycle and told him it would be $50. The customer toldrepparttar 137862 cashier that she must have made a mistake because this bicycle is over $200. The cashier politely smiles and said, “I know it is. But I’m mad at my boss today. Therefore,repparttar 137863 bicycle is only $50.” -Joe S. Walker
  • Safety: Front line supervisors who coach employees on their safety measures have 28% fewer accidents in their work teams than those who do not coach. -Study by CMOE, 1994
  • Bottom Line: A recent study shows that Sales Managers in Europe achieve a 5% higher volume of sales when coaching is used. -Fortune 500 pharmaceutical company
  • Morale: According to a recent study,repparttar 137864 number one desire of employees is to receive personal feedback. This ranks in at 46% in comparison to 32% who said they preferred financial rewards. -USA Today, December 1998
  • Corporate Coaching Moments: Managers spend 57-89% of their time in face-to-face communication. -Journal of Applied Psychology
  • Credibility: Some leaders at Andersen know that their auditors at Enron are stretchingrepparttar 137865 rules. Where isrepparttar 137866 accountability and leadership? -Business Week, April 2002

For more information on how to maximize the corporate coaching efforts inside your organization please visit CMOE. You can also contact one of our Regional Managers at (801)569-3444.

Use Job Search Hacks to Get Hired Faster

Written by Marta L. Driesslein, CECC

Continued from page 1

Hack #3: Know your most marketable skills, competency, and relevant background. Create a personal branding;repparttar things that make your “package” distinct. Blaze past your competition and neutralizerepparttar 137834 yawn factor in candidate- selection boredom by linking your portfolio of contribution to employer need.

Hack #4: Know how to win multiple, simultaneous interviews. Spotrepparttar 137835 core three strategies to gain exposure that penetrates bothrepparttar 137836 advertised and unadvertised job markets. Isolate which one is usedrepparttar 137837 least but rewardsrepparttar 137838 most, in terms of results.

Hack#5: Know how to create effective resumes and letters that sell solutions. Build a campaign action plan that sends your tombstone resume to an early grave. Leverage your knowledge to solve employer problems through tailored special-ops marketing tactics that creates “you” stickiness in decision makers’ minds.

Hack#6: Know how to multiply your access to those who haverepparttar 137839 power to hire. Networking is out. Building strategic relationships is in. Be there…where. Informational meetings with those who have knowledge you need puts you inrepparttar 137840 driver’s seat when hiring patterns emerge.

Hack #7: Know how to give your inner critic a name and tell it to be quiet. Visualizerepparttar 137841 results you want, notrepparttar 137842 ones you fear. Triggerrepparttar 137843 right reactions in your targeted prospects by looking for ways you might be sabotaging yourself, then adapt, improvise, overcome.

A professionally-run job search gets you there faster. It gives you defined direction and leverage to compare, negotiate, and deal from strength. Try to imaginerepparttar 137844 alternative; hitchhiking to nowhere atrepparttar 137845 mercy of blind luck. Can you think of one rational reason why you’d want to take this trip alone?

Marta L. Driesslein is a senior management consultant for R.L. Stevens & Associates Inc. (, a career marketing firm and organization celebrating over 24 years of providing strategic marketing solutions for its clients’ career transitioning needs

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