Coaching Conversations

Welcome back to the world of podcasting with Tom Yates and Paul Marks! Following a short hiatus, your favorite coaching experts, Tom and Paul, return to the airwaves, ready to dive deep into the world of coaching with their trademark wisdom and insights.Today's episode marks the beginning of an exciting two-part series where Tom and Paul delve into the crucial aspects of a coaching mindset. Join them as they explore the importance of self-awareness and presence, the art of non-judgmental listening, and the roles of empathy and curiosity in effective coaching. Stay tuned for an engaging and enlightening discussion!

What if we turned our leadership development program upside down? What if we looked at developing our organizational leadership skills and capacity from the bottom up, not from the top down? Let me explain. In the United States alone, we spend hundreds of millions of dollars every single year on top line management, middle management, down to frontline leadership to become better leaders. There is nothing wrong with that. Here's the challenge. We have a major percentage of our people that are typically individual contributors or employees. Typically there's about a ratio of one to seven, maybe one to 10 leader to a number of employees that a leader would be managing. Now, with that being said, here is the funny thing, every organization we've gone through and worked with, and every leader that we've talked to bring up the same things that they go through when they're trying to lead their employees.This does not mean they do a flawless job of leading their employees. What it means is there's an opportunity to look at this differently. Let me explain. Every company will say, well, have you ever worked in this industry? You know, our industry is really different. Every single industry, every single company from across industries bring up the same things: Feedback, attitude, motivation, teamwork, etc. Here's the funny thing. Think about high school. Think about college. You entered this thing called the workforce, the workplace after high school or college, maybe eight to 10 years later, or if you're right out of high school, four years, and you are thrust into this submissive position for lack of better description. You're now in front of someone called a boss as corny and as theatrical as this sounds. Think about that.Wanna Learn About How to Develop an Upside Down Leadership Approach: click here

First of all, realize one thing conversations are powerful! What we say and how we say it has a major impact whether fair or unfair.Let's look at how conversations can negatively affect the workplaceThe water cooler - gossip central.Come into to my office - uh oh what did I do wrong?So-and-so told me… - ahhh not going to the source always create issues.The emotional interpretation - people react emotionally versus rationally asking themselves what ca I learn when getting feedback.The Maniac response - my boss ALWAYS attacks me or they never give me a chance. Now let's look at how conversations can positively affect the workplaceFrom water cooler to coffee break - lets just chat and learn about one another to deepen our connection.Come into my office - you are doing a (specific) great job! Now the positive stuff can spread.So-and-so told me so I want to learn from you ... - connections learning from one another can spread connections and knowledge.The written communication - send a card praising and that message will last a long time.The self-actualized question - "what will you do successfully ... fill in the blank" and watch them react positively as the questions helps frame out their response and reaction.Also please Register for Our First Edition of Our NEW Publication The Talent Times: https://form.jotform.com/220913443091045

Conversations are hard. The cool thing about what's happening in the training and development and talent world is that leaders and organizations are finally realizing coaching is not just something we'd like to do if we had time. It is now moved into an arena of, We Must Coach Our Employees. This requires leaders to have conversational ability, the ability to ask questions, to truly listen, to actively listen, and to cooperate in a process where somebody feels like somebody is invested in them. Now, this sounds easy on the surface yet it requires practice. Think about sales people, a longstanding profession for decades. Sales people have been taught how to ask open-ended questions. Yet, if you ask a customer, what's the one thing they dislike about sales people? They typically say they talk too much. Think about that decades of training and a whole industry, still battles what leaders now have to gravitate from. Coaching is asking questions of what people can or cannot do. Ultimately. leaders facilitate participating in scheduled sessions where skill and behavioral improvement is sought. This is not easy as conversations need to be open ended with active listening and not thinking about what we want to say while somebody is talking. This is much more difficult than people think. It's okay not to be a great conversationalist. It's not okay to not practice and work on this craft.Checkout Our New Digital Publication The Talent Times : Click here to get on the waiting list: https://form.jotform.com/220913443091045

Recently, I was conducting a workshop and one of my participants was an ex-bartender. She never hesitated to participate or offer her thoughts or converse with people or dare I say, role play. She's quick on her feet and really listens well during the workshop. I asked her where those skill sets came from. She said, I bartended for 15 years. As I thought about her response, I thought what a wonderful experience to be able to wait on people, not knowing what they're gonna say, not knowing what they're gonna do, not knowing what their behaviors are, not knowing if they have a jaded attitude or a positive mentality. You have to be on your feet ready to go or you know, you won't make tips. The same skillset is needed in leadership today. Having conversations fluently and thoughtfully, navigating waters of conflict and negative attitudes and coaching people who wanna be promoted, but yet are not ready, and coaching those people who are performing really well so they don't get complacent. All of these require foundational conversational skills. How does one go about developing such skills, practice, practice, practice! Bartenders, and wait staff, a special breed of people working their butts off, always on the spot, always on the stage, always having to be on, always having to have the ability to converse and create a great experience so they can earn money. These are the same attributes leaders have an opportunity to possess through practice and repetition.Get on Our mailing List for Our NEW Digital Publication: The Talent Times: https://form.jotform.com/220913443091045

You often hear the concept that feedback is a gift, and it truly is yet we cannot use that approach as some reactive way to facilitate a positive relationship with feedback when so often it is perceived as negative. A positive cadence of feedback structured by the recipient is the secret sauce. There is such a simple concept called WIIFT, what is in it for them.Recently I was teaching this concept to a bunch of individual contributors at a client of ours. I said think about feedback as something that you need to structure and receive before somebody needs to provide you feedback. After making this statement people looked at me very puzzled. I said think about your childhood when you knew you were going to get in trouble, but you went and told your parents before they could even get angry about it. After this comment people started to nod. I said how many of you know what your strengths are and have those been validated by your manager? Everybody in the room started to shake their head. I then asked how many of you know areas where your manager feels you need to improve through some feedback you have received? All the people started to nod. Therein lies the problem.

There are 5 actions of feedback a leader can use and this episode also teaches how to teach employees to get feedback on their terms. Feedback is a loaded issue and if carefully crafted from both end of delivery and reception workplace cultures and team will dramatically improve. Join Our LinkedIn Newsletter: https://www.linkedin.com/newsletters/coaching-conversations-6886642999321862144/

I think we have it wrong when it comes to developing leaders within our organizations. If leaders make up let's say 15% of the organization and we have 85% of the organization who needs to receive that leadership we need to cultivate the mindset and the reception of that 85% so the 15% can be heard and accepted.  People go through high school and college never attending classes on how to seek and accept feedback thoughtfully and professionally. People go through high school and college never attending classes and what it means to be a fantastic teammate once they reach the workplace. We inherit people who for eight to 10 years have no idea of what it's like to accept feedback or what it's like to be great teammate within a workplace organization. This ultimately creates discord within the workplace often leading to leadership challenges that I daresay are quite unnecessary. What if we taught employees how to accept and seek feedback on their own terms? What if we taught employees how to accept feedback openly and honestly even when they disagree with the feedback? What if we taught employees the value of not only accepting but also learning how to provide coaching as a skill set? These three attributes would lead to greater workplace engagement and talent development

The triangle of coaching is a very simple concept yet there are some unique attributes of each stage we encourage organizations to adopt. One of the most fundamental mistakes I think organizations make is we spend so much money on a top-down approach specifically teaching leaders how to lead their employees. When you think about a traditional organization of let's say 100 or 1000 people typically about 80% of the people are employees or individual contributors. This is where the opportunity really exists for organizations to also build a bottom-up approach.

Feedback is a very tough subject for people. It is our contention here at Progress Coaching people dismiss or accept feedback based on their agreement germane to the feedback. What most people don't understand is feedback is not a literal thing yet it is also morphed in perception. When somebody provides an employee feedback such as you are coming off negative and the employees first responses no I'm not. They are taking it literally when in fact the leader is providing an opportunity to alter perception which obviously leads to greater collaboration and teamwork for the employee.Get Info on Our Feedback Progression Training Program Where We Teach How to Seek & Receive Feedback Professionally as Well As How to Deliver Feedback Professionally So Its Accepted. Click here:  https://form.jotform.com/220773349332052

Feedback is a very tough subject for people. It is our contention here at Progress Coaching people dismiss or accept feedback based on their agreement germane to the feedback. What most people don't understand is feedback is not a literal thing yet it is also morphed in perception. When somebody provides an employee feedback such as you are coming off negative and the employees first responses no I'm not. They are taking it literally when in fact the leader is providing an opportunity to alter perception which obviously leads to greater collaboration and teamwork for the employee.Get Info on Our Feedback Progression Training Program Where We Teach How to Seek & Receive Feedback Professionally as Well As How to Deliver Feedback Professionally So Its Accepted. Click here; https://form.jotform.com/220773349332052

This episode teaches 4 conversations every new manager not only has to have but has to have fluently and skillfully. The first 90 to 180 days of every new manager's position will be met with resistance, lack of support, and certainly excitement by becoming a new manager. Every new manager must become skilled at conversations because they will be challenged by peers, former peers, people with more experience, etc. This episode will teach how to have four very strategic conversations that allow new managers to be successful in the short term and long term.Free Webinar "Are Your NEW Managers Ready to Lead?" Apr 8, 2022 12:00 PM Central Time (US and Canada) Register Here: Click Here

There are so many views on feedback and how people should perceive feedback. I saw a post that created different viewpoints from feedback as a gift to other viewpoints where people felt feedback was not a gift. I think the one thing that we often miss when it comes to feedback is that feedback is a choice to provide, and it is also a choice to accept. First, let us talk about the value of providing feedback. I go back over 38 years ago to my manager Martha Sheffield at IBM during a college internship where I was ready to quit my job cause I was really lost in terms of what I was doing and she said something to me that I'll never forget that really illustrated the value of feedback: She said “why do you think I provide you this feedback? I provide you this feedback because I am willing to take my time to tell you things that most people will never take the time to tell you so you have an opportunity to improve, and that choice will always be yours”. after she had shared that with me, I asked her what she called that, and she said coaching. That was the day I decided to go into coaching in the workplace as a 21-year-old college student and I owe her a debt of gratitude for that decision. When providing feedback language is critical. Leaders must possess language and conversational skills that allow people to accept feedback willingly, openly, and professionally. Look at the two statements below and ask yourself which set of feedback would you be more willing to listen to number one or #2: 1.       John, I need to provide you some constructive feedback in the areas of...2.       John, we have an awesome opportunity to raise your game in a specific area that will allow you to reach your goals specific to...The second example illustrates tying feedback to what motivates a person not merely what we think motivates a person. When we use the words constructive or feedback it typically will prompt emotional reaction. Replace the words feedback with the word's opportunity, perspective, or insight.Checkout Our Program Feedback Progressions: Click Here

This episode is all about Perspective. This podcast episode also challenges you to a 30 day challenge whereby you learn of a person's perspective 1 time daily.Checkout Our Resources: LinkedIn Newsletter: https://www.linkedin.com/newsletters/coaching-conversations-6886642999321862144/ LinkedIn Profile: https://www.linkedin.com/in/timhagen/ Our Everyday Coaching program (we teach everyday employees how to coach one another): https://form.jotform.com/220614006041033

If you or your co-workers or employees are tiered and fatigued doing nothing to counter those things will results in continuous fatigue. If some is tired going up a flight of stairs we typically say lets stop and rest concerned for the person. In reality the person needs to workout more so those stairs are not as difficult. We have to create counter measures to fatigue!

I hope you enjoy this episode. As a certified EQi assessment practitioner I am still amazed at how EQi (emotional Intelligence) is at the forefront of all training, mentoring, and coaching challenges.If intrigued click here to find out about our EQi Assessment & Coaching Practice: https://form.jotform.com/220287252131042

This version details four observations of how conversational skills or the lack there of can harm the workplace and relationships between people. The way we converse  reveals our abilities and this episode teaches something called an emotional trigger. 

Many leaders continue to struggle with the thought of having coaching or even conversations virtually. The challenge is we must change our mindset their coaching is not something that is geographic quite frankly coaching virtually at times can have tremendous advantages. Virtual work is NOT the cause of fatigue, rather how we handle working virtually is our opportunity to fight fatigue.I was speaking with one of our clients that we directly coach, and she was sharing how much she hears the word fatigue and words speaking to a lack of motivation. As we were talking, she had shared her company was in a hybrid world and we both started to do some interesting math together. We started to add up the time savings associated with being in a hybrid world and here is what we produced:Three days a week typically equals about four hours of no driving time.We estimated a savings of about 2.5 hours a week of just bumping into people and having idle social conversation. I know this is valuable but just bear with me as we go through this.We estimated about one hour a week savings time associated by not being able to have impromptu meetingsIn total we estimated about six hours a week or 24 hours monthly of actual time savings associated with their hybrid world.We both embarked on a mission to ascertain if people even understood that this was occurring as well as if they did understand what they were doing to reinvest those time savings. The fatigue can certainly come from a variety of sources such as the following:Not interacting with teammates or connecting in person.People not reinvesting that time and staying in the moment thinking and feeling that fatigue as weird as that sounds people must realize if tired, they must do the opposite regarding an action that will energize them, and the same principle applies to fatigue.People have become very short-term thinkers specific to themselves such as how they are feeling or the impact of this new world and how it has affected them. Working in your home certainly has its advantages but you can also mentally feel like you never get away so then the opportunity to alter this is to get away.Here are five suggestions leaders can implement even in a virtual world to energize and fight the effects of fatigue:Start and end every meeting with a motivational video that has powerful music and a message that inspires and motivates.Illustrate current elements of change in the organization and how it is created success further fueling people's minds that change is a good thing.At the start of meetings ask people to share successes.During meetings ask people to share positive observations of teammates that were helpful and went above the call of duty. [people talking about one another positively seems small yet it creates multiple momentum streams.As crazy as this going to sound use the concept of motion creates emotion and get people moving during your meetings such as dancing or clapping or taking a 10-minute break and everybody takes a brisk walk.Now I know the cynics out there will look at some of these suggestions and say they are corny or weird or they would not be comfortable and that is OK my question remains the same what you are going to do as a successful leader to help people fight the effects of fatigue?

One of the best interviews I have ever had. Julie has UNCOVERED The Secret sauce to Employee's Motivation based upon career Aspirations. Simply Brilliant. Her book is coming out in early March from ATD Press called Promotions Are SO Yesterday: Redefine Career Development. Help Employees Thrive. Preview download Chapter : https://www.juliewinklegiulioni.com/book/promotions/Contact Info: Julie Winkle GiulioniAuthor, Virtual /Live Keynote Presenter,  Inc.'s Top 100 Leadership Speakers818.219.7988 | | | www.juliewinklegiulioni.comjulie@juliewinklegiulioni.com

This episode teaches THE #1 Thing every leader & coach must do to be successful ... Hold up the mirror so someone can see their true self. This requires conversations and coaching skills providing various perspectives so when someone successfully looks in the mirror they can take positive action to go to the next level. Here is a link to My EQi Assessment: https://drive.google.com/file/d/1GX1ar931KDo1kUDwmBJX-TAcubAwOdnH/view?usp=sharingIf intrigued and want more info on how to use EQi to coach click here: https://form.jotform.com/220287252131042

I love talking with this guy (misguided Chicago Bear Fan). His approach is fresh and much needed. If you are looking for an honest executive coach, I mean a really honest coach, who can take you to the next level you must listen to this episode.Contact Paul: Paul@PaulGloverCoaching.com Website:  www.PaulGloverCoaching.com Blog: https://paulglovercoaching.com/blog/

Want to See My EQi Report: Click HereAlso If willing to explore your own EQi or Your Team Lets Chat: Schedule Here 

Everyday we push people away or pull them in. Here are two stories that hopefully help you increase the strength of your magnetic coaching pulling people in for greater engagement and overall happiness. Coach Yourself Before You Start Each Day To be Magnetic Ask Yourself How Can You proactively Coach Your Team Ask Yourself How Will You React Positively to Make Someone's Day

Magnetic Coaching: Part One When you think about the effects of a magnet, it really has two effects. It either pulls things in or it repels them or pushes them away. Aren't people the same way? Think about a person that you met, that you were introduced to by a friend. Didn't you have an immediate impression of like, or dislike of that person? Now let us add some further context with a little bit of humor. Would it not be funny if somebody said, “so what did you think of my friend, Bob? And you actually said “I'm neutral. I really had no opinion when I talked to him? It sounds funny, doesn't it?  So, when we think about leadership and coaching, two things happen, we either pull people in or we push them away. Some common ways that we push people away is by calling them into our office as leaders and always giving them constructive feedback. It demotivates, it creates a lack of inspiration. It breaks down the very fiber of the team. On the other hand, if a leader were to call somebody into the office on a regular basis, praising them for a specific job well done would not that bring somebody into the fold, into the team environment, positively and cooperatively. Of course, it would. Magnetic coaching is about bringing people in and leveraging the good things that they do yet as well as making them aware of the opportunities where they can raise their game. We get so fixated on providing feedback and how to deliver constructive feedback. Our suggestion would be do not even use the words constructive feedback, use language such as raise your game or opportunities to support your strength, the opportunity to address some things that might personally frustrate you. Language is important and it invites people in versus pushes them away. Everything that we do with our language, either pushes people away or pulls people in. Here is another example, Bob, you are doing a great job, but the one thing that frustrates me is your personal time management. You are all over the place. On the other hand, if a leader said, “Bob, here are the three areas I love to collaborate with you. You have great product knowledge, you work well with others, and you really know the company's procedures. And I think about adding time management to your list of strengths, hearing that, what goes through your mind and what could we do to together to facilitate that? Hopefully, you see how language can pull people into your leadership and into your team environment. Magnetic Coaching is not a myth or concept our actions everyday push or pull people away!Subscribe to Our LinkedIn Newsletter: https://www.linkedin.com/newsletters/coaching-conversations-6886642999321862144/

The game of coaching has changed. For so many years our major objection when collaborating with clients was organizations and their leaders saying they do not have time to coach. Here's The funny thing about that notion is coaching has really gravitated from it would be nice to do to now, we must do it. The caveat is that the game has changed. Let us take a basketball game. If a team is down by twenty points and they are playing a zone defense a good coach would adjust and then go to a man-to-man defense. The players on the court who are playing the zone now must play man to man defense meaning they are going to have to be in really good physical shape as it's a much more difficult defense to play physically. The court is the same, yet now the court looks differently because the players are doing different things on the court. Coaches are today's leaders. The players are employees and individual contributors. The playing field really is equal to the organizational culture, and it is being conducted in person or virtually or a hybrid model. All these changes and circumstances require adjustments and navigation by the coach, the leader. The players need guidance and support now more than ever from whom? The coach, the leader. The field changes sometimes it feels daily from this virtual field to the hybrid field to the in-person field asking both the leader, the coach and the employee, the player, to adjust and do things differently in a brief period of time.

When we think about sports and we think about playing fields and players and leaders of teams couple things come to mind. If a coach were to go into a huddle during a game and look up at the scoreboard and say everybody we are down by 20 points but let's just keep doing the same thing what would the players think? Would they even wanna continue to play? Would they maybe even wanna switch teams? So think about the pandemic and how much our playing field has changed. We now have different playing fields of working from home or the office or both. Our customer playing fields have changed where we now interact virtually. The players on the field now want different things such as workplace flexibility. A leader cannot play a game and have curveballs and scores changing without reacting two such things. We have to navigate and adjust our coaching to provide employees what they need on the new playing field.

Today's employee has dramatically changed and we as leadership coaches must change with those changes. People are quitting without having their next job as well as people are quitting jobs for more money not thinking about long term decisions that are affected by such decisions. The pandemic has caused people to look at themselves and their careers dramatically differently. I would say a few years ago if we had a friend who was quitting a job without their next job in place, we would say they were crazy, yet today it seems to be accepted because of this concept of the great resignation and people feeling the way they feel. During this podcast we are going to teach some different conversation coaching strategies that you can apply to today's most common challenges associated with employees and how they are feeling with the current work world. By the way if you are intrigued by our content check out or get more information about Coaching Pods where we work with leadership coaches creatively in a group setting as well as one on one every single month. Get more information: click here

I still hear from leaders this notion of buy in when it comes to coaching. Let me be very straightforward and candid- that's a load of BS! Let's look at this logically. If a manager does not have time to coach how the heck do they create more time when they need to interview and review resumes when someone leaves their organization? Coaching is a form of communication and leaders will typically communicate with their employees daily if not hourly so why not leverage something powerfully such as strength-based coaching that inspires and motivates versus hiding behind the proverbial I don't have time 'cause I'm really busy type of leadership  which leads to what? Greater retention? Ha I doubt it. Please listen to this podcast and I hope it helps you in your organization.Download our Free Coaching App Which is 100 % Content Driven (no sales Pitches): https://www.jotform.com/app/213206276779160

Yesterday I drove in the middle of the winter Blizzard coming back from up north Wisconsin. Needless to say the weather was terrible and there were white out conditions and if you have never driven in such weather it can be extremely dangerous. One of the most interesting things that I noticed was a long single line behind me and in front of me. The left lane was open but not plowed so I thought it was very interesting that everybody conformed to the single line. I thought to myself the only reason people could be doing this was for safety reasons. We all agreed to conform without really talking to each other, yet today when we get into conversations of politics or the use of the vaccination and if we have heaven forbid have different views we really don't talk and listen to each other. Yet, during a winter blizzard hundreds if not thousands of cars with people never speaking to one another conformed for the safety of one another. What an interesting thought!

As a former college football coach with over 15 years of experience in sales & recruiting, Ben Murphy, VP at Titus, is known for his innovative hiring & management approach. He helps educate the marketplace on how to think strategically to better identify, attract, hire, engage & retain top talent.   Manage 4 Performance is a platform and methodology that delivers a clear path for coaching each employee in their role by regularly evaluating their skills, values, behaviors, and performance in a data-driven manner. It allows you to take a high-level look at your accountability chart, seeing where each employee stands, and then zooms in to shed light on key components of each individual.Want to learn more about M4P? Schedule a M4P Demo for you and your team. If you have any questions or want to connect with Ben, you can send him a text or email.920-344-9444Ben.Murphy@titustalent.com

It is imperative especially as things are changing so fast that leaders have conversations with their people. It's imperative that people have conversations with their peers. It's imperative that employees have conversations with upper level management. If there is ever been a time when we need to converse and truly understand one another and be in a position to help one another it will be 2022. This podcast episode talks about four fundamental conversation skills: 1.       Being present2.       Asking questions3.       Active listening4.       Do something to support and reinforce conversations afterward like saying thank you.

During this episode we're going to talk about short term thinking versus long term thinking. There are a number of jobs still out in the marketplace and people who are very short term thinkers will take jobs without really understanding their own career goals or motivations for the pursuit of short term financial gain. During this episode we will teach two different ways to have career coaching conversations that help offset this short thinking to help position organizations and its leaders to retain and develop top talent 100% in direct correlation to what motivates each and every employee.

This episode is dedicated to The Great Resignation, specific to those who say, "my employees only care about money" and "other companies are calling my people and offering signing bonuses." This episode will teach specific strategies to help offset this challenging, dare I say scary trend.Good Luck!----------------------------------------------------------------------------------Have you heard about our Talent Coaching Learning Series? This December, Progress Coaching will be hosting our first official summit: The Talent Coaching Learning Series, and we're bringing together 15 different speakers from across the country to share their industry expertise to help you build a positive workplace culture where people can THRIVE!Click here to learn more: https://www.salesprogress.com/talent-coaching-2022

This episode teaches a major transition occurring in the workplace. Historically people quit because of their direct relationship with their boss or manager when in fact now well people are quitting organizations due to their workplace flexibility policies. There is a major shift going on and it is prompting leaders to possess four fundamental attributes when it comes to their leadership: ProactiveSchedule time with employeesLeverage employees strengthsHave career and motivational conversation interactions----------------------------------------------------------------------------------Have you heard about our Talent Coaching Learning Series? This December, Progress Coaching will be hosting our first official summit: The Talent Coaching Learning Series, and we're bringing together 15 different speakers from across the country to share their industry expertise to help you build a positive workplace culture where people can THRIVE!Click here to learn more: https://www.salesprogress.com/talent-coaching-2022

This episode teaches the fundamentals of using assessments to coach. All too often we use the results to label and it cuts us off from conversations and deepening our understanding of one another. During this episode we will teach a coaching mapping methodology called QALMS (check out our article on Forbes on QALMS) (https://www.forbes.com/sites/forbescoachescouncil/2020/09/01/coaching-resilience-using-the-qalms-method/?)QALMS Overview:Questions - builds clarificationActivities - facilitates positive changeLearning projects  - creates ownership and accountabilityMotivators - ties coaching to what motivates someoneSupplemental Coaching - supports direct coaching with non-time intensive coaching that requires no in person time on the part of the coach. Wanna Chat About Your Coaching Needs? Let's Chat: Talk With Tim----------------------------------------------------------------------------------Have you heard about our Talent Coaching Learning Series? This December, Progress Coaching will be hosting our first official summit: The Talent Coaching Learning Series, and we're bringing together 15 different speakers from across the country to share their industry expertise to help you build a positive workplace culture where people can THRIVE!Click here to learn more: https://www.salesprogress.com/talent-coaching-2022

This episode teaches four pillars of what it takes to build and maintain positive workplace culture through coaching. A workplace culture is comprised  of interactions and conversations between people and their interpretation of such conversations.The following four pillars will be discussed within this podcast: Conversation Skills Coaching Skills Measure Practice----------------------------------------------------------------------------------Have you heard about our Talent Coaching Learning Series? This December, Progress Coaching will be hosting our first official summit: The Talent Coaching Learning Series, and we're bringing together 15 different speakers from across the country to share their industry expertise to help you build a positive workplace culture where people can THRIVE!Click here to learn more: https://www.salesprogress.com/talent-coaching-2022

I was thrilled to interview my friend Linda Johnson who possesses a willingness and skillset to tackle some of today's toughest issues. She is a master of tough conversations when it comes to helping leaders develop their skillsets with diversity and inclusion related topics.Linda Johnson LinkedIn Profile: https://www.linkedin.com/in/lindajohnsonleadership/Linda's Website: https://lindajohnsonleadership.com/----------------------------------------------------------------------------------Have you heard about our Talent Coaching Learning Series? This December, Progress Coaching will be hosting our first official summit: The Talent Coaching Learning Series, and we're bringing together 15 different speakers from across the country to share their industry expertise to help you build a positive workplace culture where people can THRIVE!Click here to learn more: https://www.salesprogress.com/talent-coaching-2022

MEET Sabina SulatCreator and founder of Re: Working. A talented and innovative HR professional, Sabina Sulat has worked as a senior workplace advisor for multiple Fortune 500 companies, as well as for the federal government as a senior strategist. She now dedicates herself and her business to helping others rethink and rework unemployment as an opportunity for growth and learning. Her aspiration is to help others come out of the adversity of being unemployed more resilient, confident, and prepared for the next phase of their career journey. Checkout Her Book: Agile Unemployment: click here----------------------------------------------------------------------------------Have you heard about our Talent Coaching Learning Series? This December, Progress Coaching will be hosting our first official summit: The Talent Coaching Learning Series, and we're bringing together 15 different speakers from across the country to share their industry expertise to help you build a positive workplace culture where people can THRIVE!Click here to learn more: https://www.salesprogress.com/talent-coaching-2022

The greatest thing we can do today as leaders is to invest in your employees and to understand them potentially more deeply than we ever have. When we understand what motivates a person and we actually invest in that motivation talent retention and development will skyrocket. We can no longer have these ridiculous discussions about not having time to coach our employees because if we're not coaching and conversing and people leave we're ultimately using time to interview replacement candidates. That cannot be a logical solution. The great resignation I literally thought was going to be a fad or some movement that people were making up to sell their own products and services when in fact it's real. So many statistics are coming out right now depicting almost one out of every two employees are looking for new jobs due to anxiety or stress or flexible workplace conditions. What makes leaving an organization tough is having a leader who understands a person's motivation and it's fully invested in that person's motivation. Nothing will replace a leader who coaches and converses for the betterment of his or her people then a leader who coaches. If you're intrigued please check out our Coaching PODs information: click here

This episode teaches through a quick youth sports story how self-awareness can help our youth and employees in the workplace. Also checkout our 2022 Talent Development Workshop Series: https://www.salesprogress.com/talent-coaching-2022

The pandemic has rocked many people and companies. There is no getting around the fact times have been touch for people and certain industries. With that being said ... we need to also provide due attention to a simple concept "A Good Day's Work"                                                                           I Hope This Helps!

One of the strongest things that's come out of the pandemic is the reflection organizations are having on the treatment of their employees. How we talk to our employees, how we converse with our employees through  communication. We are in the midst of four pretty major projects right now with clients and one of the top things that people bring up to us all the time is communication. During this podcast episode we narrate an actual conversation with a leader who did not feel coaching or conversations were vital to their organization's success.Also Checkout Our 2022 Talent Coaching Development Summit: https://www.salesprogress.com/talent-coaching-2022

This episode teaches some fundamental conversational models that help with typical day to day leadership challenges that require Conversational Navigation Excellence.Checkout our Why Leadership Conversations Matter: https://progress-coaching-academy.thinkific.com/courses/why-conversations-matter-2021* We provide four 1 on 1 sessions practicing conversation models that lead to greater engagement and team cooperation. 

This episode teaches 3 fundamental strategies new manager leaders can use to launch their leadership careers successfully. This episode will teach those strategies and how to implement them.For More Information on Our NEW Manager Training Coaching Program Click Here: https://form.jotform.com/212093523033040

This episode details 6 typical mistakes leaders make that destroy TRUST based upon conversational coaching skills: Time Interruptions But Non-Verbal Discord Assumptively Reacting Truth ExpectationsCheckout Out Our NEW Coaching PODs Program: https://screencast-o-matic.com/watch/criZXMVigdJ

This podcast episode is about teamwork and L & D expert Thane Bellamo shares his insight on teamwork. His insight is unique and not the traditional team  development stuff. he shares strategies about what leaders can do to facilitate stronger teamwork by understanding the value of meaningful work.Thane's book  Teamwork in Talent Management (if you want teamwork, then give the team work) comes out later this summer and get on his mailing list for this book: https://www.thanebellomo.com/register/

This episode teaches a very simple concept called conversational navigation. It requires leaders and even non leaders to enter conversations willing to explore versus steering someone to get to a place that they may want that person to get to. Think about the most simplistic example a person with a negative attitude. Our destination is we want this person to be more upbeat and positive and we want them to get there quickly yet we have to ask ourselves some fundamental questions as a coach: why is this person possessing a negative attitude? What causes it? What are they willing to do to turn it around? This requires exploration versus trying to steer or direct someone to get to a destination... if it were that easy easy we probably wouldn't need a coaching industry.Checkout Our NEW Coaching PODs  format  for Leaders & Future Leaders. This approach is a small community-based approach guaranteed to expand any leader's coaching skills that leads to greater talent development & retention. Its unique and 100 % driven by each POD's specific feedback driven by monthly surveys and each member's specific needs!:  https://form.jotform.com/211674755582060

This episode is about really understanding the value of what we call "Foundational Relationships". It depicts a connection beyond the transactional or work-driven interaction whereby people know about one another in terms of interests and passions.Progress Coaching has been helping organizations leverage the power of coaching for over 25 years by positioning managers to become conversational leaders. We offer a number of training reinforcement courses, in addition to one-on-one and group coaching, to provide unique support options tailored to YOUR company's needs.It doesn't end there! Our Coaching Enthusiast Community offers a platform for managers, training leaders, and HR professionals to swap stories, access live events, exclusive content, and more!Visit progresscoachingleader.com or email Stephanie@progresscoachingleader.com for more information.

Let me introduce you to a new concept called Conversational Discord. Conversational Discord is when people have an argument or a misunderstanding that leads to greater difficulty within an organization. There are four stages to Conversational Discord: 1.       Misinterpretation- misinterpretation is when somebody is either not listening or emotionally reacting which leads to a lack of understanding or misinterpretation of the message or the person.2.       Labeling - Labeling is when the experience lends itself to a depiction that is factually untrue or unfounded.3.       Unprofessional Sharing- When stages one and two are achieved often people will share their opinions of the experience as well as their misinterpretation by labeling and sharing with other people who are not involved in the conversation.4.       Spin and Share- People who receive the unprofessional sharing will often put their own spin on what happened and continue the sharing process.Here is a brief example of how Conversational Discord works. Recently I was in a meeting with a person who started to ramble during a staff meeting. She kept repeating herself and you could see other people and the virtual meeting becoming less and less patient. After the meeting I received a phone call from one of the participants who immediately told me she was frustrated and then preceded to use her misinterpretation that lead to labeling. The person said “all she cares about is what comes out of her mouth and she doesn't care what comes out of anybody else’s mouth and she just wants to hear herself talk”. I think we've all heard people make statements like this yet is that factually what really occurred? About an hour after this person called me another person called me sharing the same thing and also shared that they had had a conversation with the person who had just called me. The unprofessional sharing was well underway. The person who was rambling in the meeting two days later had an incident with a coworker who was not in the meeting who said “I heard you had a tough meeting the other day and people were really angry that you tried to take over the meeting”. That is not even close to what factually occurred. I told the director of the department I would talk to her and see what was causing this. After several good coaching questions I quickly found out this person struggles with insecurity as it relates to her ability to communicate a clear and concise message. She literally shared with me from her past work people became extremely frustrated with her because she often came off ambiguous and nebulous which is the reason that she tends to over communicate. After talking to her for 15 to 20 minutes after finding this out I quickly realized not only does she care about other people and their views she wants to hear their other views. So, within two days someone outside the meeting had literally shared with her directly they had the impression that she took over a meeting and dominated which prompted people in the meeting to be angry. The people in the meeting were not angry they were frustrated and to be candid were frustrated on unfounded assumptions. Often, we talk about workplace cultures and engagement and we have to realize cultures are made up of conversations that occur every single day. Our ability to be clear in terms of our understanding  Training Magazine World-Wide Leader in Training and Learning Education