One myth that often surrounds coaching and associated work is that coaching leads to higher motivation levels almost instantly. At RainKraft, we’d prefer to replace the rather transient ‘motivation’ with a more consistent ‘inspiration.’ Coaching is an individual journey of transformation. It does not ‘fire up’ people. Instead, it works to change them fundamentally.
If you’ve been following us on social media, you may have noticed that this month, we’re talking about coaching from the #InsideOut. We chose this theme because a) people still have questions about coaching as an effective tool for change, and b) what better time than the beginning of a new year to set goals?
Wherever we look this week, people have one thing to say about the year that went by- that it has been eventful. It seems as though no one has had a dull 2018!
At RainKraft, we’re celebrating the many transformations, new opportunities and business lessons that the year brought us.
There are many, easy options to go deep into subject matter today. However, knowledge is indeed an ocean, and it spans as wide as it goes deep. When setting out to learn something new, the big question one often has is, ‘What do I need to learn?’
Choose a simple concept from outside your professional sphere yet in your daily life and try to explain it to a child. Try it - demonetisation or internet protocols or myopia - whatever catches your fancy. Chances are what you say will be too theoretical or complicated for your audience or you'll be stumped by question number three!
So let's talk learning mindset.
First impressions always matter, and that applies not just to people but to organizations, too. Many companies make the mistake of hiring aggressively and Onboarding passively. In some cases, the employee may simply stroll into the office, meet the supervisor and plunge into work right away. Don't you want to make a better first impression?
Managers! This feature is exclusively for you. You had a grand plan, and you were so sure it would work. In an ideal virtual world, it still could.
But in the real one, your team Just. Doesn’t. Get. It.
It's every manager's nightmare, whether you are in a large corporation or running your own business. Despite wanting to gather the troops in a room and give them a piece of your mind, you soldier on... but, for how long?
Missed deadlines, an evident lack of communication, people who don’t know each other well enough- as (a modification of) the Leo Tolstoy quote goes, ‘all happy virtual teams are alike; each unhappy virtual team is unhappy in its own way.’
This month, we’ll be discussing why this is often the case, and offering solutions that work.
Why do so many institutions and organizations love the bell curve so much? Because, as human beings, we like to compare. It is also perhaps an easy out that seemingly benefits the entire system. Why not just create 'healthy' competition? Why not just decide 'who is better' rather than deep dive into 'are they at their best'? There must be a better way to run performance reviews...
Isn’t it rare to find a team that respects their time off as much as they respect the days at work? Over time, these are the companies that people choose to work with. It is a decision driven not by money or motive, but by that elusive parameter that so many companies try hard, and fail, to get right- satisfaction.
In part one of this series, we considered why resolutions fail and how turning them into actionable goals helps us stay on track. Now let's look at the process of goal setting itself. We are sure you remember the SMART mnemonic for goals, and we don't blame you for resenting it just a little bit. However, the mnemonic sticks because it works.
Performance Management - two words that don't bring a smile to any face in an organization. The managers, who must sit down with each team member and review the year, find it tedious. The employees, who doubt the process and its outcomes, find it redundant. The human resources folks, who must make sure this painful process is seen to completion, struggle to sell it.