Sublime

We've all grown up learning to follow authority: first our parents, then our teachers, and then our bosses. The first and probably most often reinforced lesson we learn is “Do as you are told by the person in charge.” Now, however, the “person in charge” is the person who formally reports to you. In this topsy-turvy world, as a leader you actually

[DL99] Tom Demarco and Timothy Lister. Peopleware: Productive Projects and Teams. Dorset House, New York, NY, second edition, 1999.

When you build a coaching habit, you can more easily break out of three vicious circles that plague our workplaces: creating overdependence, getting overwhelmed and becoming disconnected.

giving his people the power to make project decisions and holding them accountable for these decisions,

“the success of an intervention depends on the interior condition of the intervener.”

In any team, and for that matter, in any family or marriage, someone at some point is going to step over the line and say or do something that isn’t constructive. But rather than fearing this, teams need to accept that it will happen and learn to manage it.

Supervisors in growth-mindset companies saw their team members as having far greater management potential than did supervisors in fixed-mindset companies. They saw future leaders in the making.

Add Brian Souza’s book The Weekly Coaching Conversation to help get your managers into the mindset required for great coaching.