Written by CMOE Development Team

Coaching employees on sensitive and personal topics like performance or contribution torepparttar organization can be as difficult and agonizing as telling a young son or daughter about sex forrepparttar 141659 first time. You end up playingrepparttar 141660 same mental games in your head over and over again: “What should they be told? How much do they already know? (Or how much do they want me to think they know?) How much detail should I go into?” If you are unable to answer any of these penetrating questions, you tend to putrepparttar 141661 task off for another six months. Eventually, you discoverrepparttar 141662 harsh reality that there is very little they are unaware of, but a lot they don’t know.

Nearly everyone feels uncomfortable when coaching employees, yet few are willing to admit that they feel ambivalent or inadequate. Many leaders who say, with some pride, that they have no hesitation, often approachrepparttar 141663 job like a bulldozer (over aggressively). In fact, coaching employees is risky (you may lose control ofrepparttar 141664 situation), and you are vulnerable (you have to substantiate your case, and your leadership style may be questioned byrepparttar 141665 employee). Consequently you exaggerate your worst fears, you get uptight, you spendrepparttar 141666 night beforerepparttar 141667 discussion is to take place worrying, and you try to figure out ways to avoid or postpone it. But deep down, you know that this isn’t a helpful strategy.

Many leaders will rationalize thatrepparttar 141668 issue or concern isn’t worthrepparttar 141669 time or effort of a coaching session. But this comes back to haunt them later whenrepparttar 141670 employee’s work is put underrepparttar 141671 microscope of others (their boss, customers, regulatory agencies, etc.) whenrepparttar 141672 employees position is considered for advancement, at performance appraisal time, or duringrepparttar 141673 crucial high-exposure stages of an important project. At these time,repparttar 141674 earlier hesitation ends up directly costing bothrepparttar 141675 leader andrepparttar 141676 employee.

When Gifts Say More

Written by Robert F. Abbott

What's a gift mean? If you're like me, you probably focus onrepparttar giving andrepparttar 141583 getting.

But, have you thought of gifts as a medium, a channel, for communication? In a book called The Gift, French anthropologist Marcel Mauss argues that gifts are universally used to create and manage relationships.

For those of us interested in business communication,repparttar 141584 idea of managing work relationships with gifts brings several interesting issues to our attention.

The most obvious notion is that in sending gifts, we communicate our appreciation for what someone did. It signals awareness thatrepparttar 141585 recipient did something exemplary. Usually,repparttar 141586 communication is implicit, perhaps even subtle, even thoughrepparttar 141587 gift may be tangible.

In a workplace context, bonuses are often seen as gifts, a discretionary act onrepparttar 141588 part of a manager to show appreciation. It is inrepparttar 141589 manager's power to reward or not reward, and hencerepparttar 141590 gifting effect.

Stock options, onrepparttar 141591 other hand, represent something different; there is no managerial discretion in their value, but there may be discretion involved in giving them.

And don't we all considerrepparttar 141592 type and value of a gift as an indicator ofrepparttar 141593 strength ofrepparttar 141594 relationship? I think we've all been through those debates about how much we should spend when a staff member gets married, has a baby, retires, or quits.

In each of these examples, it's not hard to see gifts as a tool for strategically managing relationships. We can also see gifts as a medium (like a newsletter) for exchanging messages.

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