Newsletter for Discovery in Action Alumni and network
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June 2015

Welcome to the June Discovery in Action newsletter.

In this edition of our newsletter, we have continued to create information visuals to support the themes are are exploring. This month, we share :
  • some tips to help you find the coachable moment,
  • further information about the importance of the 'progress principle' in contributing to job satisfaction and the power of small wins,
  • ideas to help utilise the 70:20:10, concept in employee development, and
  • ideas to help other people develop their emotional intelligence.
Please feel free to get in touch to ask us questions or to forward on information you think might be useful sharing in future newsletters. And please feel free to forward the newsletter on to anyone in your network who you think may find it helpful...

Paul and Melanie Eyres

Developing your people - ideas using the 70 : 20 : 10 concept

Many organisations are approaching their end of financial year. For many leaders, this means having the annual performance conversation, and exploring new ideas for development for your team members - and even themselves.

When working with your team members in exploring their development options, see if you can explore ideas that take advantage of the 70:20:10 thinking.

This blog post includes a simple table that captures development ideas under the themes of

  • 70 : experience : learning on the job
  • 20 : exposure : learning with and through others
  • 10 : education : learning from courses and reading.

Click here to access our 70:20:10 ideas.

Finding the 'Coachable moment'

One of the challenges for a leader is to know when ‘coaching’ is the tool to pull out of the kit bag. How do you recognise the ‘coachable moment’?

goal coach
We know coaching is a package of 4 things – skills (effective questions, active listening, diagnosis and providing effective feedback), mindset (about what the coachee has potential to achieve), relationship (trust + rapport) and process (we like to use GROW).

As we wrote about in our blog ‘Coaching is not helpful!’, there is a general acceptance that it is a ‘good thing’ for managers to do more coaching of their staff, however that doesn’t mean that managers don’t approach it with some trepidation, discomfort or lack of confidence.  Some of this stems from their pre-conceptions of what coaching is and whether it is right for them. Some also stems from knowing when is the ‘right’ time to coach.

This blog explores times when there might be a coachable moment, and questions you should consider when you find it.

Click here  to access this blog post.

The Power of Small wins

Our DiA program participants will have heard about the ‘progress’ principle. We share the discovery of Professors Amabile and Kramer (in the ‘Inner Work Life’ HBR 2007 article), that the single biggest driver for someone having a ‘good day’ was whether they made progress on meaningful work.

In May 2011, Amabile and Kramer released some further information and insights into their research. They found that:

On 76% of good days, people made progress on meaningful work.

On 43% of bad days, people had set backs.

What does this mean? The major message for leaders was for them to work out how they can positively contribute to people having more good days by ‘getting the stuff out of their way’. 

Practical ideas

In the article, the authors have identified practical, proven ways for leaders to

a) help people make progress on meaningful work, and

b) positively influence the emotions, perceptions and motivations – each person’s inner work life.

progress principle final

Click here to access the link to the article and our information visual summarising the key messages.

How to help someone develop EI

"If you are one of the unlucky people who must deal with a clueless colleague or a brutish boss, you’re not alone. Sadly, far too many people at work lack basic emotional intelligence. They simply don’t seem to have the self-awareness and the social skills that are necessary to work in our complicated multicultural and fast-moving companies. These people make life hell for the rest of us.” Annie McKee, HBR.

But whose job is it to help fix these people? If the poor behaviour negatively impacts you or your team, and they report to you, you do need to try to do something about it.

EI problem

Click here to get some suggestions to help you coach people through finding a way forward to improve their EI.

Some recent assignments

  • Developed a capability planning toolkit
  • Facilitated workshops to clarify accountabilities post a restructure
  • Ran a 'self leadership & reflection' workshop to close out a 6 month leadership program

Click here to access the Eyres & Associates website to find out what else we do!

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