The smartest leaders have figured out that they need a coach. In other words, they’ve learned that they’re not the smartest guys in the room.
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I often hear leaders ask "How can I convince others to do what I want them to do?" Good tips in this short article. You don't convince. They convince themselves. Get more interested in their reasons for why they might commit. Help them discover that.
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No one listens to you until they feel understood by you. Before changing what’s in place, understand it.
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Don't be afraid to celebrate the things that are going well. Whatever you focus on grows stronger. Focus on the success that is already there.
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When you notice what you don't want, immediately ask: "What do I want instead of this?" Then determine the very first small step toward that. And take that small action.
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How many times have you been ecstatic about a job, relationship, or situation in your life, then found yourself, only months later, feeling indifferent or even disappointed in that same scenario?
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The idea of an eight-hour day with a short lunch break is based on the most effective formula for physical labor, not mental work and certainly not creative mental work. Evidence shows that the brain cycles from highest attention to lowest attention approximately every 90 minutes. This suggests that you should hit the reset button about that often.
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“A ‘no’ uttered from the deepest conviction is better than a ‘yes’ merely uttered to please, or worse, to avoid trouble.” So said Mahatma Gandhi, and we all know how his conviction played out on the world stage.
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Some great questions to help managers to assess their coaching effectiveness.
This article is by Keith Rosen author of Coaching Salespeople into Sales Champions. Although it is written for sales managers, it is relevant to any manager.
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