Tag: coaching

When you’re looking to fill an open position, and a former employee applies, it can feel like an easy answer. Hire them, right? They already know the company culture, the nuances of the business nuances, and the people. But defaulting to a “boomerang” employee may be a mistake. To assess the situation carefully and make the right choice, ask yourself these questions.

• Does the boomerang bring the right skills and capabilities? Just because they had what it took before they left the company, doesn’t mean they’ll be equipped to meet today’s expectations. Carefully assess whether their current skills and experience match the job description.
• Do I think this is the easiest option? You may think the boomerang doesn’t need much onboarding, especially if they’re returning to the same team. But companies, teams, and processes grow and change, and this employee deserves the same amount of ramp time as any new one.
• Will I be able to retain them long term? There was a reason they originally left. Have an honest conversation about what they’re looking for, why this role could be fulfilling for them (where the other one wasn’t), and what it will take to keep them engaged.

When reaching your objectives, do you take an “on-to-the-next” approach? It may feel efficient to move on to the next pressing task, but doing so means missing out on an important opportunity to relish the milestones, even minor ones. Progress is often hard won; it can require painful perseverance. So why wouldn’t we celebrate the early victories, no matter how small? Take the time to celebrate. Whenever an objective is achieved, have a plan to commemorate it, even if the actual objective and celebration are modest. And of course, take time to bask in the big wins — product launches, closing the deal with a big client, going public, etc. While it may seem superfluous or self-gratifying to some, celebrating achievements is an important opportunity for your team to cement the lessons learned on the path to success — and to strengthen the relationships between people that make future successes more possible.

If you’re worried that your employees are eyeing the door, it’s time to start having some important, career-defining conversations. Here are five key questions to ask your direct reports at your next one-on-one to ensure that they feel seen and valued — before it’s too late.

1. How would you like to grow within this organization?Identify the career development opportunities they need — whether that’s coaching, mentoring, increased visibility, or more challenging projects. They’re more likely to stay if they feel like they’re growing.
2. Do you feel a sense of purpose in your job? Tap into what’s meaningful to them — and connect it with the values of the organization.
3. What do you need from me to do your best work? Be prepared to devote more time and resources to help your employee feel fulfilled.
4. What are we currently not doing as a company that you feel we should do? Asking what they feel the company could be doing better — what market opportunities it might be overlooking, how to leverage resources more effectively, etc. — conveys that their thoughts and opinions matter.
5. Are you able to do your best work every day? This allows you to determine whether they’re optimizing their strengths. You might follow up with, “What part of your job would you eliminate if you could?” Don’t make promises but knowing which aspects of their job are least and most enjoyable will help you make any necessary changes to ensure they stick around.

You’re running a meeting and ask a question, but no one says anything. Crickets. Luckily, in a virtual environment, there are many tools you can use to encourage participation. Next time you’re hoping to get people to speak up in a virtual or hybrid meeting, try these approaches:

• Share your questions ahead of time. If you’re asking people for insight, it’s only fair to give them as much time as possible to think about the problem at hand. Email attendees up to five of the questions you’ll be asking. Place those questions in the meeting agenda and the calendar listing so everyone knows what’s coming and can prepare.
• Ask simple questions in the chat. The key here is simple. Avoid broad questions like “What did you think?” Instead, ask questions that are easy to respond to quickly. Try “What is one word that best describes the product?” or “What is one thing you learned from last week’s event?” Then follow up. You might say, “Kelly, you described the product as innovative. Can you unmute and share why?”
• Avoid shaming. Don’t make your team feel uncomfortable or guilty by saying something like, “Nobody has any questions? Really, nobody?” That increases the chances that you’ll hear relatively meaningless contributions from people who just want to end that awkwardness.

Even the most innovative ideas might be seen as boring if they aren’t presented in the right way. You want your pitch to be as clever as your idea so that you’re more likely to gain approval. To shift the odds in your favor, there are a few hacks you can use. Start with the setup of the room. Having your colleagues sit around a conference table signals to them that they are there to judge your idea — not nurture it. Lose the table, or hold your meeting in a space where there’s no separation between you and your colleagues. Then focus your audience’s attention on how they can build upon your idea. One way to do this is to encourage people to use a tool from the world of improv. Ask the audience to respond with “yes, and” statements. This small shift in language encourages the audience to share things they might have otherwise kept quiet about. Finally, ensure your pitch brings every type of learner into the fold. Some of your colleagues might prefer visuals while others prefer listening or interacting. This means you’ll want to give people several entry points into the concept you’re pitching. If you share your idea in a few different ways, at least one of them is likely to resonate.

People are lonelier than ever at work these days. As a manager, you have the ability to promote friendship and meaningful connection at work, which will boost employee retention, morale, and motivation. Here’s how. Make connection-building a routine on your team. An example might be Gratitude Mondays, where employees start each week by sharing something they’re grateful for. Or Storytelling Fridays, where each week, a different employee chooses to share a personal story and their coworkers can ask follow-up questions. Rituals like these spark curiosity and compassion, and can improve belonging. It’s also helpful to make it easier for people to ask for support from one another. You might create “reciprocity rings,” where people can get together in person or via Zoom on a quarterly basis, and share something they’re struggling with professionally, and explain what type of help would be useful. Then the rest of the group can offer ideas, contacts, and resources. And remember it’s not just connections with coworkers that matter. Support more generous family leave policies, time off for renewal, and “work-free hours” so employees can spend more time with family and friends as well.

Coaching helps us understand ourselves, uncover new options, and get unstuck in our careers, but not everyone has the opportunity to work with a professional coach. Fortunately, regardless of your experience or expertise, you can learn to be your own career coach. It’s all about asking yourself the right questions. They should start with who, what, why, where, when, or how, and shouldn’t have a yes-or-no answer. For example, instead of “Do I enjoy my job?” reframe the inquiry in an open way: “What do I enjoy about my job?” This will give you more insight to work with. Also, focus on ownership and always include “I.” Instead of, “How has that person progressed more quickly than me?” the question becomes, “How could I accelerate my progression?” If you find yourself blaming other people or external factors when coaching yourself, it’s a signal that you need to refocus on what you can control. And avoid question “stacking,” where you ask multiple questions at the same time. So instead of, “Why am I missing deadlines and feeling so out of control of my time?” ask and answer each question in turn. One-at-a-time questioning will generate more options and actions you can take to positively shape your career.

Here’s the thing about mistakes: Everyone makes them. But making a big mistake at work doesn’t have to be a career killer. As awful as it might feel in the moment, you can take steps to regain trust, minimize damage, and mend the situation. It’s important to be proactive. As soon as you become aware of the gaffe, try to get in front of the situation before it spirals. Address whatever took place so people know you’re aware of the problem, and they don’t feel the pressure to bring it to your attention. Reach out to anyone impacted by your actions, hear them out (or ask for their feedback), and share a plan for improvement moving forward. Offer an apology, if warranted. Make it genuine. Don’t be defensive or make it about you. Instead, acknowledge your error and the harm you caused to the other person, team, or the business. And don’t forget to show yourself compassion. Setbacks at work can be embarrassing, but being excessively self-critical isn’t helpful. Berating yourself for something in the past won’t make the mistake go away. So own up, and move on.

As a manager, you’re in a unique position to support your pregnant employees and to make sure pregnancy discrimination doesn’t happen in your workplace. Start by familiarizing yourself with your company’s parental benefits. That way, you’re always prepared to lay out the resources available when an employee tells you they’re pregnant. Be sure to maintain an open dialogue about what types of support your employee needs throughout their pregnancy. And never make assumptions about what they want. For example, don’t presume your pregnant employee wants a reduced workload; this might not be the case. If they request flexible work arrangements — such as remote work and flextime to accommodate visits to the doctor or other needs — normalize the mindset that these arrangements are rights, not privileges. And finally, following the employee’s lead and respecting their preferences, do your best to facilitate supportive interactions between your employee and their coworkers. It’s important that you aren’t the only one creating a positive environment for the employee.