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- Business Growth / Strategy / Trends
- Change Management / Organizational Change
- Peak Performance
- Personal Growth
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Bill Eckstrom President & Founder, EcSell Institute; International Keynote Speaker; Author, "The Coaching Effect"
"Similar arguments are made by Bill Eckstrom and Sarah Wirth in their forthcoming book, The Coaching Effect. Eckstrom and Wirth, respectively founder and vice-president of EcSell Institute, which advises organizations on how coaching can help drive performance, argue that a big part of the problem is management itself."
Coaches must have the ability to persevere through discomfort and disruption.
If we could offer only one piece of advice to managers and coaches who want to improve the way they provide feedback to their team members, it would be to ask more questions. This can be a lot harder than it sounds.
Career development discussions improve productivity and retention.
What separates the best managers from the rest? Our research shows that they coach more and manage less. In other words, they support, teach, and challenge their team members to achieve their goals. One of the key skills of being an effective coach is the ability to deliver helpful feedback. However, giving good feedback at work is a challenging skill to master.
EcSell Institute's studies show that the stronger a sale rep agrees with the statement, “My manager cares about me as a person, not just a sales producer,” the higher that rep performs.
Through our decades of business research, we've discovered that nothing elevates performance more than coaching. Any organization, division, or team can implement a coaching process that leads to greater growth and increased revenue. Of course, putting such a system in place requires thoughtful planning. Here are four steps to establishing a coaching process that is teachable, measurable, and leads to the creation of more high-growth coaches.
Nothing elevates performance more than coaching. Over the past decade, through studying more than 100,000 coaching interactions, we have found that coaching – as opposed to managing – is key to driving extraordinary results. There is no question that coaches develop and inspire people to do their best work, and they obtain more discretionary effort than managers. Fortunately, any business, division or team can implement a coaching process that is teachable, measurable, and leads to the creation of more high-growth coaches by following these four steps.