I came across an interesting article from the BBC followed by a series of short videos from CEOs in the world letting loose their secrets and advice. #CEO Secrets, by the BBC News.

We all make mistakes, whether it be in our personal life or in work or business. We are only human, are we not? If you had all the advice given to you, would you take it on board and implement the actions, or would you take it as a stepping-stone to making your own decisions?

LinkedIn boss, Reid Hoffman’s short video opens with “One central thing you don’t learn as a student is to leave the beaten path”

Reid Hoffman has built his career around networking, founding the business-orientated online social network LinkedIn. He further comments “People that you meet in school, that you meet in work…provide the opportunity for how you progress in your career,” he said.

How can we pass on our wisdom and experience in a way that enables us our team members to make their own best decisions?  An extract from our Q Guide, Coaching Over Coffee highlights ‘Pitfalls & Mistakes’ to avoid.

Even with the best of intentions and the best of plans, coaching conversations can go wrong. No worries, it happens.

You can avoid some of the most common problems by scanning the list below and spotting any examples where your own coaching practice is a little ragged.

It’s not an exhaustive list – so feel free to add your own warning signs – but it will help you to reflect on any coaching that did not go as well as you’d hoped.

 

Fishing for information to feed your curiosity

Whenever you are coaching, and especially when time is short, you only need the minimum of information to help. Resist the temptation to find out unnecessary information whose only purpose is to satisfy your prying mind.

Confusing advice with guidance

If you are asked for advice, you may wish to give it. Otherwise, remember you are here to guide your colleague through careful questioning, summarising, observation and feedback.

A little knowledge is dangerous

You may think you know all about the issue at hand, because you are familiar with the context, your colleague, or the problem. Hold on. You have a unique perception of the world. So does your colleague. Chances are there will be differences.

Losing the plot

You need to keep track of where the conversation is at, and know where you want it to go. That’s the value of using a model. It can guide you to guide your colleague.

Slow, slow, quick, quick, slow

If you don’t match where your colleague is, and go at their pace, you risk leaving them behind or confusing them. Once you’ve paced them for a while you can start to shift the pace, and lead the conversation towards a useful end point.

It isn’t over till it’s over

With half an eye on the clock, you might rush to a premature close. Being brief is not the same as cutting things short, and you need to be sure your colleague feels the conversation has reached a useful point before calling a halt. (Or perhaps a break or pause, so you can pick it up again in an hour, or a day.)

Pulling your punches

If the one thing your colleague needs to hear is the one thing you’re not saying or asking, then what is the point of it all!

 

Q. Learning’s successfully tailored coaching courses, programmes and ILM Open Programmes (Levels 3, 5 and 7) are available for you to book now. Click here…

 

URL News Article: http://www.bbc.co.uk/news/business-33541865