INSIGHT Overcoming the toughest common coaching challenges BY AMY GALLO G reat managers strive to do right by their employees. This is often easier said than done, especially when coaching is involved. Coaching takes time, skill and careful planning. And...
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INSIGHT Overcoming the toughest common coaching challenges BY AMY GALLO G reat managers strive to do right by their employees. This is often easier said than done, especially when coaching is involved. Coaching takes time, skill and careful planning. And certain people may be particularly challenging to coach. Think about the Eeyore on your team who is pessimistic at every turn, or the person who refuses your advice with a smile on his face. It’s not fair to you or to the employee to give up, so what do you do? As with most interpersonal difficulties at work, the first step is to take a look at yourself. Susan David, founder of the Harvard/McLean Institute of Coaching, says that the problem often starts in the manager’s head. “W hen a leader is coaching someone who they’ ve identified as ‘challenging’it means that manager has an attachment to an idea about that person,” she explains. Being “stuck” to those ideas leaves little “space for change hope, or optimism”. To overcome this minds
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