CoachStation

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Relationships: Understand Your Team to Lead Effectively

CoachStation

There are often trends and themes that emerge when thinking about my clients and the coaching environments I have been exposed to over this period. Leaders who are present and accessible concentrate on more than simply having an ‘open-door policy’ They build relationships and understand their employees as individual people.

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Trust: The Cornerstone of Relationships and Leadership

CoachStation

A continuing trend is that trust forms a part of the vast majority of people’s primary values. One of my favourite and most effective tools relates to helping my clients understand their personal values. Based on many other personal and professional conversations, I am confident this is a consistent need for most people.

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Employee Engagement Survey Results: Fact or Fiction?

CoachStation

Deloitte Global Human Capital Trends research (shows) 78% of business leaders rate retention and engagement urgent or important. But only if you have not taken the time to meaningfully investigate the reasons why employees might feel the need to provide over-inflated scoring that does not reflect reality. We know this topic is big.

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Delegating Work and Tasks = Effective Leadership

CoachStation

I have noticed in recent years when coaching and mentoring that there is a relatively consistent behavioural trend in those who delegate least often. Quite simply, with the pace and expectations of modern organisations, if it’s not scheduled it rarely happens.

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Does Leadership Intent Equal Business Success?

CoachStation

The Deloitte 2015 Global Human Capital Trends report, which involved surveys and interviews with more than 3300 business and HR leaders from 106 countries, found that while CEOs and top business leaders rate talent as a key priority, only 5 per cent of survey respondents rate their organisation’s HR performance as excellent.

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Management: Communication and Accountability In One-On-Ones

CoachStation

This information is important to identify insights and trends, leading to potential actions. Greater improvement and objectivity is gained when the leader focuses on how the results are achieved. You cannot influence a number or historical result. But, in itself, it offers little direction or future action.