By Kavita Ryali, Product Evangelist & Advisor, Numly™ Inc.

New hopes, new direction and profound changes! Heading into 2021, old ways will no longer hold ground for talent growth, retention and revenue growth for enterprises.  2020 has been a year of some of the most unprecedented times. An almost overnight crisis management in how we take care of ourselves, our enterprise employees and growth in business. Companies and Individuals need to reskill and upskill NOW to bridge the gap in this new era of WFH and engaging with remote teams or else they will perish. 

Bridging the Leadership and the Soft Skills gap is what I call the Y factor! 

“Soft skills are in the spotlight because they’re so hard to find in today’s potential employees”- Bruce Tulgan, a management consultant and author of “Bridging the Soft Skills Gap.”

A Gallup study shows that 75% feel of adults felt worried about the pandemic and its detrimental impact on mental health and wellness. However, 21% can be more productive and more engaged with the right coaching, help and support. This means more paradigm shifts for enterprises – the ability to adapt fast, attitude shifts and being nimble would be key for growth. Empowering People with Reskilling and Upskilling, addressing Employee Engagement and Network gaps, building strong Coaching-Mentoring Connections and powerful insights with AI powered Technologies will be key in the “Future of Work”. It is important to take women along and support them as they form a significant percentage of the workforce. 

Role of Women and the Y factor

Women technologists and entrepreneurs can play a critical role in Engineering, Healthcare, Sales and Marketing, Education sectors and more. Women today can be more engaged, productive and grow into leaders by honing in on their Leadership and Soft Skills – their “Y Factor”.  

This article shows that in 38 years, what changed in enterprises for women and decreased the wage gap were the Y factor soft skills such as negotiation, persuasion, and critical thinking that advanced their social skills. Companies are moving from top-down hierarchical approach to team-based structures, and as a result, individual evaluations are increasingly based on social skills, or how well someone works in a team, says Dale Cyphert, an associate professor of management at the University of Northern Iowa.

A calling to all Women and Men allies – Develop your Y factor, and Grow your Soft Skills

Earlier this year, I shared in my speakers session at a VMware organized event, a very important topic for working women. The topic and link contents are here – “Rising against all Odds, Climbing the Corporate Ladder” at Women Transforming Technology WT2, 2020 (11:20 minute mark).  It highlights their Y factor – their key soft skills in rising above and beyond from a myriad of adverse situations. Several powerful women from all walks of life and at different phases of their professional lives and careers shared how they faced obstacles in their careers, yet they succeeded despite all odds. How they have become an inspiration to others, they didn’t let obstacles stand in their way of becoming who they wanted to become.  They responded to a survey that highlighted the soft skills that made a profound difference to them: 1) Self Management and being Authentic, 2) Leading by example, being Accountable, 3) Problem Solving , 4) Getting Support and Collaborating, 5) Risk Taking

Key Takeaways and Recommendations 

Here are 5 recommended ways you can be in control of your own destiny. Carve out a future that you always desired. Set  yourself to achieve your goals by organizing your professional and personal fronts with these key takeaways.

  1. Build a Network – Inside and outside your organization. Taking help from mentors and allies for soft skill training broadens your influence. The perspectives one receives from numerous people within and outside your network will push you in the right direction. Develop you Support System – We are the sum of who we surround ourselves with. We can not do this alone. It takes a village. Learn more – The Art of Networking
  2. Take Control – don’t wait for your organization’s HR and Manager to help you get coached on soft skills. Have a growth mindset and be curious. Take charge of your own situation and drive your own career growth. Learn more – 4 Ways You Can Take Charge of Your Career Growth 
  3. Soft Skills are not easy to learn – learn by practice and feedback through your network. Practice can be self learning and self taught lessons through your own experiences. Engage your team, your peers, your colleagues, your managers and friends to seek feedback. Conduct 1:1s or do virtual chats to constantly seek timely feedback. Do role plays and learn. Learn More: Soft Skills aka Power Skills
  4. Leverage Online Learning and Coaching Platforms – LinkedIn Learning, Smarthabit. Seek out Life Coaches. Sometimes they are your own friends that allow you to see your worth and continue to grow in your professional and personal life.
  5. Leverage newer AI enabled platforms like Numly to build your soft skills and network: http://numly.com. Numly is at the helm of addressing the shifting enterprise needs today  – an era of remote digitization, shifting business models, need for employee engagement, reskilling and upskilling and distance learning. It will lead the way for “Future of Work”. NumlyEngage – a very promising product that is at a cusp of providing an easy to use Coaching -mentorship program, 16PF personality assessment , Research based 185+ Soft Skill repository for growing leaders. A powerful set of AI powered Analytics, bots and insights to nurture your incremental actions towards skill improvement and engagement with shifting business needs. 

In conclusion, feel empowered to develop YOUR Y FACTOR Soft Skills heading into 2021 with New Hopes, New direction with these key takeaways! Companies and Individuals can now effectively reskill and upskill to bridge the gap in this new era of WFH and engaging with remote teams and nurture themselves and their businesses. 

By Madhukar Govindaraju , Founder & CEO

The events in 2020 shook the business world to a stage where leaders must adapt if they, their business, and their teams want to survive and flourish. As we welcome 2021, it will be a valuable idea for business leaders to hold a vision for their organization’s future. We have entered the Fourth Industrial Revolution, yet most leadership development has remained dormant over the past few decades. 

However, to remain relevant for the upcoming years, leaders have to incorporate transformations in every area of training and executive education. Once only talking points, let us see five key trends that hold substantial promise as they become a reality in 2021.

Prioritizing Employee Experience

The advent of COVID-19 boosted the trend of business leaders playing an extended role in the employees’ financial, physical, and mental well-being. Support consisted of improved sick leaves, financial aids, flexible working hours, and childcare provisions. Today, business leaders are mindful of the power of building employee experiences that reflect their business’s customer experience. 

Read: Employee Experience and Talent Performance Management – Two Critical Pillars of HR 3.0

There are several reasons why employee experience matters to the company more than ever now.

  • Firstly, with the work from home set up, employees work up to three hours more per day and juggle the organization and family’s rising demands. While businesses are witnessing increased productivity working from home, the gains come with a cost to employees’ mental health. 
  • Secondly, the toll that pandemic has taken on employees makes yet another reason for employers to prioritize employee experience. 
  • Thirdly, with increasing digitization and automation in the workplace, employees are looking for more ways to develop emotional connections during social distancing and isolation. 

Approaches like employee journey mapping are now often utilized to fathom employee experience. As employees choose to permanently work from home, business leaders need to plan and monitor how the employee experience is intertwined with their organizational culture. Culture is rapidly becoming the new infrastructure for organizations. 

Read: The Why and How of Coaching for your Newly-Remote Team

Designing Organizations for Resilience

In the former years, organizational redesigns were mainly focused on restructuring roles, supply chains, and workflows to build up efficiency. However, the pandemic has proved that, although this method maximized efficiencies, it was brittle, as the systems lacked the flexibility to respond to disruptions and changes. Resilient businesses are always better placed to react during significant disruptions. 

To build a more responsive business, business leaders must design roles and structures around outcomes to amplify agility, flexibility, and formalize how processes can flex. Also, consider offering employees distinct, adaptive, and flexible roles to attain cross-functional knowledge and training. Business leaders need to be involved in role designing and forming flexible workflows to make sure that employees of all backgrounds and their requirements are considered when the business is undergoing workflow redesigns.

Read: How to Invest in Your Company’s Most Important Asset – People

A Move Towards Well-being Leadership 

It takes a massive shift in perspective from seeing well-being as something on the side-line to rather being at the heart of a business’s mission and essential to keeping up the productivity. Today, business leaders worldwide are beginning to shift their views on the role of well-being in the organization. 

Well-being leadership is taken as an approach to business and society that emphasizes maximizing outcomes through eight distinct aspects: economic, material, physical, psychological, social, cultural, environmental, and spiritual. This leadership approach states that financial success is no adequate measure of the quality of life and that all the factors mentioned above are interconnected to offer a sustained economic output. Business leaders must understand that: 

  • Both, purpose and profit, are critical to facilitate sustainable business outcomes
  • Well-being at work, in their business, and broader society are all interconnected
  • They must build a culture of well-being by surrounding themselves with people who have similar realizations

Becoming an Agile Leader

2020 has been a long and challenging year. for everyone. In such disrupting and continually evolving times, agile leadership is the need of the hour in our fast-paced business landscape. In times of ambiguity, business agility offers stability – a lucrative way to manage change and respond productively. 

Organizations with agile leadership have demonstrated advantages like increased revenue, rapid turnaround times, and supreme quality offerings. However, there always has been confusion and misinformation when it comes to comprehending agile leadership. Organizations often link agility with a framework like Scrum instead of a mindset. They often fail to understand how critical it is to learn the agile mindset and periodically practice that mindset and lead by example. As agile leaders, business leaders must delegate outcomes, encourage individuals, and offer them the space to do an exceptional job. 

Agile values and principles inspire business leaders to collaborate and encourage others to grow and share in decision-making. Agile leaders tend to perceive failures as opportunities to learn and nurture trust and psychological safety in their organizations.

Read: From “Remote Boss” To “Virtual Leader” – How to Make the Transition

Managing Remote Workforce

With the advent of COVID-19, several organizations provided permanent work from home opportunities to their employees. As businesses shift to more remote work operations, business leaders will be required to alter employee experience strategies and employees will be required to collaborate digitally. Business leaders will need to consider how to shift performance goal-setting and employee evaluations for a remote context. Leaders will need to establish clear business objectives, run great virtual meetings, communicate clearly, and make the most of team members’ individual and collective strengths.

Read: How Has the Role of Leadership Changed with COVID-19?

Leadership development fosters the human capital of a business. As we step into 2021, it is a thrilling time for a complete transformation of our departments. Which of these leadership trends are you going to put into practice to become an agile leader?

To transform your Work-from-Home (WFH) teams with AI, take a look at NumlyEngage(™). Get a live demo today!  

 

Hint: It’s not the Office Coffee Machine. Wondering what it is….?

By Kavita Ryali, Product Evangelist & Advisor, Numly™ Inc.

Great company leaders have an innate desire to hire great talent, train, make them happy, successful and have them stay and grow with them forever. FACT – that doesn’t happen and more often than not, attrition takes over. So, what builds resilience for the company and for leaders to have a strong sense of loyalty amongst employees, a high sense of pride and feeling of fulfillment?

Most employees feel that a ‘Coaching culture within the organization is a very powerful incentive.’ A coaching culture sparks a very conducive environment to foster all round growth, learning and self-attainment for employees. This learning is further super charged with engagement and empathy as there are connections happening at a grass root level amongst employees and between teams. Employees don’t feel in despair but feel they can get timely help and also help others in need. As an outcome of the coaching efforts, one genuinely feels invested in, feels secure and peaks in their performance. As a result, there is a natural environment setup for care, growth and mentorship across the entire organization.

Glue it on with “Internal Coaching”? The notion of “Internal Coaching” has grown significantly in the past 4 years. The key is in building a pipeline of change-ready leaders. In business, its simply when your coaches and coachees work within the same organization. These coaches can be trained managers, leaders, or any employee with oodles of experience, wisdom and an aptitude to share. Large companies, like Google and Microsoft, are including internal coaching as part of their employee development programs. Coaching has been identified by organizations as a critical leadership and management competency as well.

Why do companies care? Coaching and mentoring fuel learning, prepare our workforces for the future, and enhance the performance of organizations by increased Employee Engagement. With the advent of everchanging business models, Covid-19 disruptions and remote work environments, and a higher bar for meeting employee expectations, coaching and mentoring might become even more critical. According to Gallup reports and HR.Com reports , the state of employee engagement is dismal. Only 25% of U.S. workers are engaged in any meaningful way. Disengaged employees cost companies an overall U.S. $483 billion to $605 billion per year in lost productivity. Reasons for this are plenty – missed shifts, chronic tardiness, and disrupting others with negative workplace behavior. Leaders and coaching provide the “juice” needed to engage workers. Coaching can boost individual and organizational engagement and performance in today’s challenging times.

How do Employees and Managers Benefit from Coaching?

Here are three ways that employees and managers feels empowered in a Coaching Culture

1.Get expert advice

Employees and managers work hard, share smart ideas, drive multiple initiatives, yet more often than not, they don’t see growth commensurate with their efforts. Be it skill training, or the right tools to thrive in their jobs, employees are looking for help each and every day to get their jobs done. In a coaching culture, the first people they seek expert advice from are from their coaches. They are their sounding board. Be it a manager turned coach, a Subject Matter Expert (SME) turned coach or a friend/colleague turned coach, each one of them becomes an employee’s go-to person. It becomes a relationship that is built on trust. A timely advice from one’s “trusted advisors” goes a long way in improving our team’s performance levels. Now, the question is How do Managers and Leaders Develop Effective Coaching Skills and Competencies? Successful organizations like Microsoft, Google, HP, IBM, SAP and others have recognized that managers must be able to coach their employees and each other, and have included coaching in their management/leadership development.

2.Get or give help

Let’s face it our days at work is always full of challenges, conflicts, fear of losing a job and some really tough people to work with. Employees can feel lost, not know what to do or where to go and often succumb, feel stressed and give up. Individuals seek mentorship which is either not available (company too small) or senior team members are too busy to invest the time. Organizations with a robust coaching culture will find their employees are feel more safe and understood. They look to their coaches as their first line of defense.

3.Online Remote Work and WFH

The COVID-19 pandemic era has brought radical shift in working, learning and interaction models for employees and managers. Gartner’s HR Survey reveals that 88% of Organizations Have Encouraged or Required Employees to Work From Home Due to Coronavirus. The practice of traditional heavy lifting on commute, classroom training and meeting people over coffee or in conference rooms is moving away. So, what are we missing? – It’s the people and their physical presence, and yet we need to engage even more to work effectively. The pandemic has accelerated the adoption of fully digitized approaches to re-create the best of in-person learning, coaching through live video and social sharing. It’s now virtual coffee chats and online training and continuous digital presence to get work done.

Conclusion – How do Enterprises and Leaders ultimately benefit?

A coaching culture builds resilience and it is a force multiplier for any organization; resilient people strengthen teams when times are hard, and strong teams grow a lasting company. They also help people thru’ change in the post-pandemic world. Often times HR departments spend a lot of money on training their resources. However, employees and managers need support too and in varied unique ways as stated above. A strong Coaching Culture breeds teamwork and productivity. In its absence, employees feel susceptible to toxic stress, and negativity, leading to disengagement. The solution – Democratize Coaching. Team and organization members have an inherent set of strengths that they can coach others on while learning skills from others that they need to improve upon. This mutual exchange of feedback and skill growth sparks and facilitates engagement. Ultimately, effective Coaching, between and amongst employees builds teams of Trust, and YES, High Performance.

By Madhukar Govindaraju , Founder & CEO

2020 has been a crash course on how to rethink everything. 

From the way we work to the way we collaborate; this year has seen a complete overhaul of everything familiar. 

For frontline workers, such as people who are in sales, this shift has been tougher to navigate. They had to unlearn the old methods of working and learn new strategies – this year has been really challenging on multiple levels. For organizations, the challenge has been to retain high engagement levels of these sales teams as they move into the new normal of digital selling. 

So, what can organizations do to drive employee engagement for their remote sales teams?

Cross the ‘process’ chasm

Processes are one of the most important things to implement to help a remote sales team. Processes bring structure and direction and help to get work done, especially when teams are spread across geographies or time zones. 

Defining processes on lead generation, doing demos and presentations online, conducting negotiations and closing deals, and enabling customer success are important parameters to help remote sales teams do their work successfully. 

However, along with defining processes, it is also important for sales teams to follow these processes. 

Sales managers need to coach their teams to adhere to processes and build accountability to do their jobs better. Providing these teams with additional coaching to help them become digitally-savvy is also important as this drives enablement and enablement drives engagement.

Navigate the new rules of engagement

Physical meetings between team members and even clients have taken a backseat now. 

Even star sales performers have to rework, re-evaluate, and re-structure how to communicate effectively with team members and clients to have relevant and outcome-driven conversations. 

Organizations have to help their sales teams adopt the right communication strategies and develop their intuitiveness to identify passive cues even when they are over video or phone conversations. They have to help the sales teams further develop their innate capability to pick up implied needs along with the explicit needs of the client. This can be achieved with coaching. 

Helping teams realize and internalize the importance of seamless communication and how it impacts collaboration becomes essential to drive out feelings of frustration. 

Managers have to work closely with team members, identify their coaching needs, especially for technical and power skills, and ensure that team members are connected to the right coaches who can help them adapt to this new world of work. This consequently drives employee engagement since the teams see that the organization is invested to help them navigate this new world.

Develop a coaching culture

Developing a strong coaching culture is imperative to drive employee engagement for remote sales teams. 

Statistics reveal that such a culture can increase employee engagement by 56%, impact employee retention rates by 45%, and drive an increase in productivity by 51%. A coaching culture also impacts the leadership pipeline positively and results in 36% faster leadership development. 

However, there is an art and science behind creating such a culture. One of the most critical aspects of this is to ensure that the remote sales teams get relevant and contextual coaching. For this, it is essential to move away from guesswork and employ data-driven strategies (such as Personality Assessment tests or Behavioral Analysis tests) to identify the exact coaching needs of the salespeople and ensure the right, skill-specific coach-mentee pairing. 

Read: The Key Characteristics of Meaningful Sales Coaching and Mentoring Interactions

Adopting an AI-driven coaching platform can alleviate this burden and help organizations join the right dots to help their remote sales teams become more enabled.

Charter a growth plan

Salespeople are highly growth-driven. They thrive in high-pressure environments and are motivated by the number games. Their growth plans have been suddenly tossed, because of this new world of work. Most sales teams are grappling with how to nurture sales leads, meet sales projections, and overshoot their targets. The inability to help the sales teams navigate these hurdles will lead to frustration and disengagement at work.

As such, organizations have to design clear growth plans for their sales teams, identify their high-potential employees, and help them develop critical leadership skills to help them understand how they can grow professionally within the company. This becomes especially important to drive engagement for the most dominant demographic within organizations – the millennials and Gen Z. 

Build trust

Trust is a big motivator of engagement, especially for remote sales teams. 

When teams are not spending enough time together, there is a lack of visibility, individual accomplishments do not get recognized. If managers do not walk the talk themselves, teams can become susceptible to internal conflicts and mistrust. While this is bad for any team, in a remote setting, this can be disastrous and lead to seriously disengaged and unmotivated employees.

Organizations thus have to build bridges to promote teamwork and collaboration, take active steps to acknowledge individual and team achievements, recognize discretionary efforts, and be open to receiving feedback. Frequent and clear communication, prompt response to messages, and being available for team members to help them manage the challenges of this new work environment demonstrate commitment and investment towards employee success and help to build trust. 

Additionally, it is equally important to help managers understand the value of trust and coach them to fine-tune their team management skills to meet the needs of this new normal. 

It is equally important to give leadership coaching in the COVID overhaul and focus on building things like emotional intelligence and empathy. Taking calculated and measured steps help in building trust and this trust begets engagement.

Engagement Strategies for Remote Sales Teams 

There is always a silver lining in every dark cloud. While managing and engaging a remote sales team may seem like big challenges, but they also present the opportunity to expand the sales footprint and organizational presence. 

Setting accurate goals, encouraging seamless communication, and establishing the right processes mean half the job done. The rest can all be managed by focusing heavily on coaching and helping employees do their jobs with ease. Provide the support they need to move along their career path and help them navigate the frustrations that emerge in this new normal. 

Connect with us to see how our AI-powered coaching platform can super-charge your remote sales team and keep them engaged, productive, and invested.

 

By Varnika Garg, Product Leader Intern

According to a research conducted by Hubspot, 69% of employees working in the US say they would work harder if they were better engaged and appreciated. That is how crucial employee engagement and retention have become in today’s time. Especially with the current pandemic and the shift to WFH, companies must invest more time and effort in acknowledging and connecting to their employees to keep them motivated and happy.

Surveys are a great tool when it comes to systemizing user input to amplify the business output. Managers are often struggling to identify the key factors behind dissatisfied employees. Here, surveys act as pulse checks to assess employee “happiness levels” and thereby increase morale by conducting fun events, understanding best practices and giving incentives to support the employees and keep them integrated. They specifically help in measuring and monitoring engagement among employees or to solve unanswered questions on employee skill gaps.

Surveys have many conventional uses, but Numly breaks the norms by using them rather differently. Numly’s AI-enabled coaching platform – ‘NumlyEngage’ uses surveys in a variety of ways to get insights on experiences, skills and to drive engagement between coaches and mentees. 

Ever thought you could be a coach to your colleague or a friend at the workplace? And how to even know about that? 

NumlyEngage utilizes various types of surveys such as pulse surveys, employee engagement surveys, surveys for programs, and many upcoming aspects like fun surveys.

How Numly uses them

NumlyEngage incorporates these surveys to quantify and measure the skill level of employees. Based on the data gathered from them, the platform’s in-built gamification model defines a healthy ratio of coaches and mentees, with a coach being a mentor who can guide another colleague who is weak a particular skill and a mentee being someone who needs guidance and mentorship to pick up that skill. The platform even lets the mentee get connected to external coaches who are very proficient in their fields.

AI-enabled technology

With the upskilling of employees becoming the need of the hour, NumlyEngage’s surveys are designed to track employees’ hard and soft skills gap. The platform uses its AI-powered algorithm to then map and recommend upskilling programs out of an extensive list to enroll and learn from. It not only recommends the programs but also provides the right analytics around them and tracks their progress as well.

These surveys include a powerful set of questions mapped to various skills, are backed by a user-friendly mechanism and can also be leveraged as ready-to-use templates for various programs. Cleverly integrated into the platform, these surveys will help establish a link to all the important elements of the product and will provide just the necessary metrics a manager needs to help his employees stay motivated and focus on their growth via learning and development.

What’s new?

People often tend to synonymize surveys to be “boring” and “time consuming”. Numly plans to launch a series of “fun surveys” which are short, light-hearted, and add just the right amount of fun to the time spent on the platform. They are designed to ensure that employees do not find their platform interactions monotonous and are motivated to continue their learning and coaching journey with their network. NumlyEngage will automatically guide the employee journey on the platform with the help of AI-generated nurture touchpoints, which are specifically designed to increase interactions and scale up the engagement levels.

Takeaways

In a nutshell, Numly has made use of surveys to extract critical information at various business process stages that clearly define the gaps in employee engagement and skill development. Regular surveys and check-ins can help organizations keep their employees engaged, stay aware of potential communication problems and gaps, and provide recommendations to enable seamless workflows. Well thought out and delivered surveys can really change the game by giving managers the necessary insights on employee data which may not be visible otherwise and can help dive deep into the employee psychology to best meet their needs and aspirations for career development.

By Madhukar Govindaraju , Founder & CEO

As rapid change and disruption become the norm, what succeeded in the past can no longer serve as a guide to what will lead to success in the future. 

In the recent past, a successful career trajectory started with acquiring and developing expertise in a technical or functional domain. Having the right answers qualified as a barometer of a job well done and would be enough to rise up the ladder. 

‘Command and control’ were the mantra to lead.

However, with the business landscape becoming more competitive, complex, and disruptive, managers and leaders cannot have all the right answers at all times. The new reality demands a shift away from the traditional command-and-control practice to one that is nurturing and provides guidance and consequently helps employees adapt to changing environments with vigor, energy, and commitment.

With the pandemic upending the world of work, bringing in further disruption and new work models, organizations have to accelerate their coaching initiatives to keep employees engaged, prevent work-from-home burnout, and manage change capably while remaining productive. 

Given that the pandemic has canceled all face-to-face meetings and team off-sites, navigating competing priorities demands organizations to increase their coaching capabilities especially as Volatility, Uncertainty, Complexity, and Ambiguity (VUCA) become an indelible part of our new reality. If we look closely, the role of leaders and managers is becoming that of a coach.

Read: Want to Create A Pipeline of Leaders? Train Managers to Become Better Coaches

As volatility and change become our new constants, organizations have to help their workforce (both managers and employees) navigate their challenges and provide them the right support proactively. Coaching becomes a venerable tool to provide the guidance needed to navigate the new normal and battle change. Coaching is also an effective tool to drive competencies since it is a collaborative and continuous process and focuses on providing guidance by helping others experience their situation from a different and, often, a new perspective. 

While organizations do realize the importance of coaching, what can they do to create better coaches? The answer lies in coaching itself.

One size does not fit all

Coaching conversations have to be individualized and contextual. For coaching to be effective, it has to be compelling to drive change. To enable this, organizations have to identify where employees, managers, and leaders need coaching. 

For employees who have become managers in the pandemic, for example, coaching can be immensely helpful by giving them guidance on how to manage a remote team effectively. By leveraging data-driven assessments, organizations can identify performance gaps – both technical or behavioral, and create contextual coaching plans that give results.

Read: The Why and How of Coaching for your Newly-Remote Team

Coach the coaches

Given the rising importance of coaching, many organizations have internal coaching teams. However, with the changing dynamics in the workplace, these coaches need to hone their coaching skills further to capably guide the workforce. 

Good coaches drive positive learning experiences. But good coaching demands authenticity, and authenticity comes from knowledge. It is imperative to ensure that coaches keep improving and increasing their coaching repertoire by upgrading their knowledge base, for which they need coaching as well.

Develop your coaching pipeline

Just like how organizations are focused on developing a healthy leadership pipeline, it is equally important to develop a healthy pipeline of coaches as well. This is so because managers leading teams also have to lead engagement, performance, productivity, and engagement of their team members. Managers, hence, are coaches in their own right. 

Read: Want to Create A Pipeline of Leaders? Train Managers to Become Better Coaches

Managers are change agents. Identifying those who can build intentional relationships that drive team confidence and competence can be immensely beneficial for organizations.

Some managers are natural coaches. Despite this, coaching them to become more empathetic, improving problem-solving skills, developing better communication and guidance skills, etc., only helps them become better coaches and ultimately better leaders.

Research shows that among the critical skills that employers look for, coaching is the hardest to recruit. 

By identifying managers who have the potential to become good coaches, helping them develop a coaching approach to leadership, and helping them develop or improve the coaching effectiveness enhances the overall coaching effectiveness of the organization. 

Create the right coaching conversations

Facts have to replace feelings when it comes to driving better coaching conversations. 

When organizations want to develop effective coaches, the feedback has to be rooted in data. Whether it is soft (power skills) or hardcore technical skills, coaching conversations have to be driven by rich analytics.

Leveraging coaching platforms driven by AI and Machine Learning can not only connect the right coach to the right mentee but also provide intelligent, contextual and personalized, and impartial feedback as well as timely notifications and alerts and improve learning interactions. This approach also helps in enhancing coaching effectiveness by providing coaches with the feedback they need to reframe thinking or their guidance pattern to make coaching more effective.

In today’s day of VUCA, coaching has to become a culture within the organization rather than remain as a ‘self-help’ strategy that senior-level executives adopt to improve themselves. When coaching becomes an integral part of professional development at all corporate levels, it becomes an indispensable part of the organizational strategy and business philosophy. Effective leaders, productive and engaged teams, and positive business outcomes then become organic consequences of these efforts.

You can improve employee performance and employee engagement through people connections, internal coaching, and skills development. Connect with us to know more.