1. Walks the talk 2. See strengths 3. Approaches others with unconditional positive self regard 4. Positively influences conversations and relationships 5. Creates an appreciative contextMalone … [Read more...] about Five rare signs of a leader
Five rules for coaching high performers
Five rules for coaching high performersQuickly get their attention Demand commitment Connect via a common language Hit hard enough to hurt Engage curiosity and competitive instinctsSource: Ludenes and Erlandson … [Read more...] about Five rules for coaching high performers
Behaviours of the best coaches
They can:Listen fully and with real interest and concern for the learner Communicate a genuine empathy and understanding Adjust to another environment, terminology and work habits Set challenging yet realistically high expectations Diagnose accurately ?what is going on' and see ways forward Develop a shared interest in the learner and their issues Experiment and explore, suspending judgements Find patterns in information and processesFrom: Paul Pohlman … [Read more...] about Behaviours of the best coaches
Seven ways to manage a consultant
Check the consultant's credentials Clearly specify your needs Ensure a positive organisational fit Clarify evaluation arrangements and outcomes Monitor closely - especially new consultants Give clear feedback to the consultant throughout Be prepared to ask awkward questionsSource: Phil Lewis& … [Read more...] about Seven ways to manage a consultant
Seven levels of interest in your own development
I have development needs, but I'm not interested in working on them. I have development needs, but I don't know what they are. I have development needs, I know what they are, but refuse to do anything about them. I have development needs, I know what they are, but I need a push to do anything about them. I know about my development needs, I'm motivated to do something, but I don't know how to go about it. I know about my development needs, I'm motivated to do something, and I'm doing … [Read more...] about Seven levels of interest in your own development
Seven principles when helping people to learn
People know more then they think they know Everyone has resources for improving performance Useful questions are worth more than commands Each person is responsible for their own contribution to the organisation Every set back provides a learning opportunity Experiments precede learning Challenging but achievable goals bring out the best in peopleSource: King and Eaton … [Read more...] about Seven principles when helping people to learn
Seven important coaching skills
Attending Giving and receiving feedback Drawing out Silence Suspending judgement Recognising and expressing feelings ParaphrasingSource: David Megginson … [Read more...] about Seven important coaching skills
Seven coaching competencies
Framing questions that make learners think deeply Being a resource - removing barriers to learning Holding back, not providing all the answers Creating and promoting a learning environment Using analogies, scenarios and examples Engaging others to support the learning application Providing feedback constructivelySource: Ellinger and Bostrum … [Read more...] about Seven coaching competencies
Six musts for a coach
Trust Mutual respect A sense of common purpose Integrity Openness HonestySource: John Burdett … [Read more...] about Six musts for a coach
Six barriers to learning
PerceptualCulturalEmotional-motivationalIntellectualExpressiveEnvironmental Source: Temporal and Boydell & … [Read more...] about Six barriers to learning
Six big problems with training and development
Six big problems with training and developmentA failure to identify the specific needs of learners and for learners to own their own development needs Objectives set by trainers, rather than the learners Little acceptance by learners of the need to take responsibility for their own development Constraints of time for preparation and participation in learning events A failure to follow through learning beyond an event or course Failing to achieve high value via transfer of … [Read more...] about Six big problems with training and development
Six keys to value added development
Six keys to value added developmentAchieve management acceptance of responsibility for a supportive workplace that encourages the application of learning All activities help achieve organisational goals Assessing the readiness of the workplace to support learning skills Everything is driven by business needs Measurable results that can be tracked Providing people with skills and knowledge needed to improve personal performanceSource: Robinson and Robinson … [Read more...] about Six keys to value added development
Six threads for learning
Ambition, which when properly focused, is an asset Adaptability, the ability to work with others and respond to different challenges Resourcefulness, the ability to use good judgement in different situations Faith, both in yourself, and your team Fight - the ability to pick yourself up and try again Patience, reliability, integrity, honesty and sinceritySource: Kaye and Kleiner … [Read more...] about Six threads for learning
Six principles of adult learning
Adults are autonomous and self-directed Adults need to connect new learning with previous life experiences and knowledge Adults are goal-oriented - and will look for this Adults are relevancy-oriented Adults are practical - seeking application of learning Adults need respect and recognition for what they can contribute- Malcolm Knowles … [Read more...] about Six principles of adult learning
Six ways to develop adults to mature learners
To support the development of adult learners there are a six 'scales' or preferences. helping to move learners from:Dependency to autonomy Ignorance to insight Using shallow abilities to deep abilities Selfishness to altruism A need for certainty to a tolerance of ambiguitySource: Malcolm Knowles … [Read more...] about Six ways to develop adults to mature learners
Five early stages in getting people development right
Agree desired changes in organisational effectiveness Set criteria against which to measure progress towards the desired state Define the skills and other resources necessary Assess the existing skills and resources Implement the development interventionSource: Peter Bramley … [Read more...] about Five early stages in getting people development right
Five reasons to evaluate
Proving Convincing stakeholders that training is making a necessary contribution Improving To highlight how training activities can be improved Ritual Going through the motions - not meaningful Controlling Ensuring standards and quality are maintained throughout a training activity Learning Determining what individuals have learnedFrom: Mark Easterby-Smith … [Read more...] about Five reasons to evaluate
Four principles of learner-centred design
Four principles of learner-centred designLearners are responsible for their own learning Training is the process of helping people to learn, but not necessarily meeting their conditioned responses to learning The learning opportunities should provide the greatest amount of choice and freedom in how learners learn The learning opportunity should be fun-filled and free from fear and embarrassmentSource: Trevor Bentley … [Read more...] about Four principles of learner-centred design
Four stages to starting an assignment
Establish rapport Question to understand the client's needs Demonstrate an ability to deliver Obtain commitment to get startedSource: John Burdett … [Read more...] about Four stages to starting an assignment
Kolb’s four learning styles
Kolb's four learning stylesActive experimentation Reflective observation Concrete experience Abstract conceptualisationSource: David Kolb … [Read more...] about Kolb’s four learning styles
