7147 Chapters
Medium 9781567264807

Chapter 7: Your Path to Becoming an Anytime Coach

Kloster, Teresa Wedding Berrett-Koehler Publishers ePub

“To get through the hardest journey we need take only one step at a time, but we must keep on stepping.”


Why become an anytime coach? Quite simply, because today’s workplace demands it. Every work-related conversation you have with your colleagues, your managers, or your employees is an opportunity to show interest in others’ views, clarify assignments, and create a work environment that promotes collegiality, mutual respect, and performance. Technological advances, challenges to work-life balance, the presence of multiple generations in the workplace, and a greater focus on results have all changed the workplace and work itself. These factors also exert pressure on managers and other leaders, influence what they say and how they say it, and necessitate changes in how they manage people.

The four practices of Anytime Coaching give managers ways to interact with others that lead to day-to-day performance improvements. Expert use of the practices also promotes healthy working relationships and creates a positive workplace for everyone.

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Medium 9781576752500

Information: Plug Yourself In

Kaye, Beverly Berrett-Koehler Publishers ePub

Even as kids we knew that information was power. We told secrets. I’ll tell him, but not her—that makes me powerful. As effective adults, we still want and, in fact, need to be in the information loop. Why? Because accurate, timely information enables us to:

Are you in the loop? Do you have the real story about what’s going on? In a perfect world, your manager and organization leaders would keep you in the know, especially during times of major change. But it’s not a perfect world—yet. For many reasons, you may not be getting the information you need to be satisfied and successful. If that’s the case, don’t wait for someone else to fill you in. Take charge, plug in, and get more information.

Have you ever felt like the last to know? That’s how I felt when I picked up the Sunday paper and read that the store where I worked had been sold to a giant chain. I’ve never felt so out of the loop, before or since.

You May Be Out of the Loop If:

If you’re out of the loop, don’t wait for someone else to be your informant. Do it yourself.

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Medium 9781609949686

9. Measure Your Progress

Stack, Laura Berrett-Koehler Publishers ePub

Strategic planning and goal setting must be linked, with everyone on the team having goals that support the plan and each other.

Not only do all involved have to do the day-to-day tactical tasks that drive the operation, but they also have to work on the higher-level strategic goals as well—the parts that will eventually become their daily work. Along the way, they must constantly assess whether the tasks they complete in the short term will get them where they need to go in the long term.

As Janie Wade from Baylor Health Care explained,

Our annual goal-setting process starts from the executive team and cascades down to frontline staff. Everyone’s goals fit into Service, People, Finance, or Quality. Before goals are finalized, managers review them among teams to ensure cooperation. If John has a goal to decrease supply expense per case and Mary has to do something for him to accomplish it, then Mary’s goals have to include this work. Their managers make sure they’re both being measured on this goal.

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Medium 9781523096183

CHAPTER 10 The Strategic Leader as Negotiator

Edited by Mark Grandstaff and Georgia Sorenson Berrett-Koehler Publishers ePub

COL George Woods, U.S. Army

I have come to believe that negotiation is the single most important skill that leaders exercise during their transitions to new roles.


Leadership is, and always has been, a main emphasis of instruction in the Army and at the U.S. Army War College. As Watkins’ statement above makes clear, negotiation is an important aspect of leadership. It may not be the most important skill, but it certainly is one of the most important. This chapter examines the topic of negotiation and negotiating and how the Army War College incorporates it into its core course on strategic leadership.

The U.S. Army has approached the study of leadership using a three-tiered system to describe the requisite technical, cognitive, and interpersonal skills required to successfully lead at various levels within the Army. They are the direct, organizational, and strategic levels. Each level emphasizes skill sets most essential to that level. For example, leaders at the direct level, often associated with the lower levels of the hierarchy, typically see immediate and tangible outcomes resulting from their leadership, whereas those at the strategic level may not see the outcomes for years, nor will the results be as tangible as those witnessed at the direct level.

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Medium 9781609947231

5: Grab Opportunities to Grow

Maruska, Don Berrett-Koehler Publishers ePub

The pessimist sees difficulty in every opportunity. The optimist sees the opportunity in every difficulty.


To bring your hopes home, you will have to keep a vigilant watch and grab opportunities that come your way. You’ve already developed an eagle’s eye to focus on your hopes and transform many seemingly dead-end situations into beneficial pathways. In this chapter, we will look at three core ways of being and doing that will help you to express your talent and realize your hopes. Let’s have a preview.

Be open to opportunities. Does this sound too simple? You will be surprised at how many opportunities you miss simply because you don’t notice them. When you look at the world with fresh eyes, you will see what you did not see before.

Develop the inner qualities that will help you get to where you want to go. You’ll see which qualities serve you best, which qualities you may wish to enhance, and which qualities you may like to engage in others to bring your talent into its fullest power.

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