When was the last time you reviewed your LinkedIn profile to make sure it’s really working for you? Gone are the days when the sole need for this was to secure your next position; millions of us across the globe now use LinkedIn on a daily basis for to seek new ideas and opinions, network and help others.
That said, if you are looking for your next move, it pays to make sure your profile really sells you in the best way, and that doesn’t mean it simply existing to be a carbon copy of the content on your CV. You can significantly multiply your profile views, connection requests and messages by taking some simple steps, such as having a great profile picture, a good balance of interpersonal skills / technical expertise and optimised keywords.
We love this ‘cheat sheet’ from Leisure Jobs. Even though LinkedIn significantly updated their interface in January 2017, much of the cheat sheet still holds true. Click the image below and put some time aside to work your way through your LinkedIn profile to give it the spring clean that it deserves!
Get in touch to find out how we can support your people and your business!
Life moves at such a pace that it’s easy to get stuck in a rut in all sorts of ways; including how we coach and support our people.
When was the last time you considered the quality of your coaching? If your people were asked to rate the quality of the coaching you deliver out of ten, how would you score? Chances are, if you average any lower than a seven, you could do with brushing up on your technique.
Coaching, in the context of a professional workplace is about supporting, encouraging and unlocking. What it is not is doing, telling or counselling. Successful coaching should provide development as a result of guided conversation and questioning that helps the person being coached (i.e. the coachee), to find their own solutions.
10 Tips for Better Coaching
- Be human Always keep it real. Don’t apply a process or shoehorn the coachee into your preferred coaching structure. Use structure to keep the conversation guided and on-track whilst having a natural conversation.
- You’re a passenger Just like a driving instructor, the coachee is in the driving seat and you are next to them, perhaps using the dual controls at certain points to guide and steer, but ultimately it is them that is in control. If any coaching is to be successful, the coachee must take ownership; only they can make the change and you can only be there to support that change.
- Questions are the answer Coaching should feel like a bit of an exploration for the coach, and like any true explorer, you don’t always know where you will end up when you set off. As the coach, you don’t have to know the answers to all of your questions – gone are the days when the coach was expected to know it all. Set off on the exploration together and use good quality questions to get to the destination together.
- Listen up Our top 10 list would be incomplete if the next tip following great questions wasn’t about great listening. Forget about what’s going to come out of your mouth next, what happened in the last meeting or what you’re going to have for lunch: just listen. Which questions are easy for the coachee to answer and which ones put them on the spot? Listen to what they are saying and what they’re not sayingand use your intuition to guide you.
- Do your homework Spend some time preparing for the coaching conversation. What do you know already? Where were they last time you talked? What have they been doing recently? Where do you think they want or need to be? Don’t over think this stage and make sure that you can still ‘be human’ and flexible in the conversation.
- Think ‘mindset’ Naturally, coaching must address knowledge and skill however don’t underestimate the power of attitude and mindset. When all is said and done, we must want to develop or change our approach. Remember: no will, no way!
- Look who’s talking Most of us know that the coachee should be doing most of the talking, although that’s easier said than done. Sometimes, when we get going we do just love the sound of our own voices. It’s natural enough for us to want to takeover, after all we are trying to help the coachee and give them the benefit of our wealth of knowledge, aren’t we? Always aim for that golden rule of 70 / 30, with them doing 70% of the talking and use your great questioning and listening skills to get there.
- What can they do The conversation should be all about positive action that they can take, rather than what they can’t do or what is the responsibility of someone else. Consider the responses to asking this question in different ways: What can they do? What can they do? What can they do? What can they do?
- Lay your cards out If you are having a natural and open conversation, it should be easy for you both to lay your cards on the table when you come to a brick wall or a stumbling point. Sometimes, if you’re not getting anywhere it just takes you to say so and ask what’s going on for the coachee. Where are they right now? What aren’t they telling you?
- To be continued And finally of course, you can both have a great coaching conversation, but it still needs you as the coach to follow up on what was agreed to keep things moving. Agree with them what this follow-up looks like (remember: they decide), and always keep your side of the follow-up bargain.
Put some time aside to consider how your approach to coaching needs to develop; what are you already doing brilliantly that you can leverage even more, and where are the areas you want to develop?
We promise to keep it brief with just a few questions and then give you a chance to tell us any other webinar-thoughts at the end!
Be sure to tell us your name and email address if you’d like to be in with the chance of winning a free developmental coaching session
We need your response by Friday 17th March to be entered into the draw and the lucky winner will be contacted by email.
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‘Managers who don’t know how to meet the engagement needs of their team become a barrier to employee, team and company performance’, suggests a recent Gallup poll.
The global poll found that disengaged employees outnumber engaged employees by almost 2:1 (24% vs. 13% respectively), so can we then presume that on a worldwide scale, more people find their working lives dissatisfying rather than delightful?
An engaged team is naturally the more preferable option, delivering better results across the board in terms of higher employee retention, customer satisfaction ratings and of course profitability to name but a few benefits.
Are managers to blame?
In a way. But it’s a tricky one.
We can’t levy all of the blame at the manager’s doorstep. Whilst it is undeniable that they have a huge amount of collective influence, we must also consider the impact of organisational culture and the infrastructure in place to support them to be able to effectively manage and lead their teams.
After all, if a manager is brought into a company that has little or no concern for their people, should we then be surprised if the manager adopts a similar style? This lack of concern can be seen in many ways such as ignoring suggestions, telling not asking or the mis-match between corporate values and behaviour demonstrated, particularly from senior leaders.
Let’s be clear: there is a big difference between a manager who actively chooses not to engage their team and one who is not supported to work in such a way. The former must always be performance managed, but we mustn’t paint all managers with the same brush.
‘Appropriately trained and aligned managers are vital to the execution of the company’s mission and to the development and engagement of employees.’
There are a huge number of factors that can impact employee engagement levels, but to see a significant increase a few of the top areas to focus on include:
- As mentioned, organisational culture, including strategy, mission, purpose and values must be aligned to provide a unified direction, and this must be driven from the top.
- People (not just managers) must feel empowered rather than micromanaged.
- People (particularly managers) must be invested in and supported, both on-the-job and in the long-term through management and leadership development and training.
Coming next week: Part two of our look at the importance of developing Emotional Intelligence as an interpersonal skill.
Get in touch to find out how we can help your people and your business to develop their competence.
At Right Trax Training, we use personality profiling to support our own, often opposing styles…which can be ‘fun’!
Personality profiling is something that we feel passionate about. For us, we deliver much in the way of MBTI and Insights Discovery training and workshops. Tools like these can benefit the workplace and relationships immensely, if used in the ‘right‘ way.
Here’s an overview of how we differ:
|Conscious preference||Introverted Thinking||Extroverted Feeling|
|Myers-Briggs Type Indicator®||ISTJ||ENFP|
|MBTI Personality Types®|
|Insights Discovery® conscious colour order|
Perhaps the biggest benefit however, is using the information to show us where each other is stronger (yes: and weaker), so that we can bounce off each other – which works great whether we’re deep in the detail of a proposal or facilitating events at fast pace!
All too often, we hear that opposites clash, and that we will lock horns with anyone very different to us. Of course, that may be true sometimes, but truly understanding our own preferences allows us to adapt and connect much more effectively with those around us, so that we easily complement and synergise with those who are opposite to us.
|Tendency to…||Focus on detail and pragmatism||Focus on the intuitive and possibilities|
|Aim for perfection||Know when good is good enough|
|Might say…||“Have you proofread this?”||“I gave it a quick scan!”|
|“But how is it going to work?”||“We’ll cross that bridge when we get to it.”|
|Key strength||Analytical and systematic||Interactive and inspirational approach|
|Key weakness||Impatient with others he sees as having lower standards||Can over-react to relatively small issues|
|When communicating, do…||Respect his values and principles||Be alive and entertaining|
|When communicating, do not…||Dismiss his thoughts or ideas as negative||Assume that her sunny disposition means that she agrees with everything you say|
|Can easily leverage…||Critical analysis||Generating quick ideas|
|Consciously focuses on turning up…||Energy for training delivery and facilitation||Attention to detail|
A simple Google search for ‘training providers uk’ delivers over 60 million results, so where on earth do you start?!
Of course, word of mouth, referral and customer testimonials are important, but you still need to make sure that the ethos and approach of the training consultancy that you choose will be the best fit for your business culture and development need.
At Right Trax Training, we pride ourselves on approaching development in a different way to most. We offer a learning and development consultancy service that matches if not exceeds the quality of other big players in our marketplace through our personal approach.
Taking the time to get to know you, your business and your challenges, we create tailored interventions that support your people but ultimately, grow your business and the bottom line.
Want to know more? We’d love to hear from you so get in touch to find out how we could be the training consultancy for you!