The New Era of Peer-to-Peer Coaching and Self-Growth

Unlock the full potential of your team with insights from our chat with Progess Coaching's experts, who shed light on the transformative power of AI in workplace coaching. Prepare to break free from conventional leadership models as we explore a holistic approach to talent development that promises to boost engagement and retention. Imagine a workplace where the end-of-year review is but a single piece in a dynamic puzzle of continuous feedback and growth—a space where every employee is both a learner and a teacher.

This episode takes you on a journey through the trenches of modern coaching strategies, where self-awareness is lauded as the linchpin of personal development. Our guests introduce the concept of a coaching champion and the game-changing practice of rotating peer-to-peer coaching. Discover the 'hidden sauce' of self-coaching and how it can create a culture of empowerment and accountability. By the end of our conversation, you'll have the tools to foster a collaborative environment that not only meets the demands of today's business landscape but thrives within it.

Welcome to Coaching Conversations

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Coaching Talks is a dynamic leadership development speaking series customized to your needs. Need help spreading the value and application of workplace coaching? Let us help:

We provide many styles of speaking services:

• We provide virtual keynotes
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Transcript

Speaker 1 0:37

Workplace coaching continues to grow. Organizations like the International Coaching Federation and the Association for Talent Development continue to support these endeavors Two great organizations. And when you think about workplace coaching and I think about the work we've done here at Progess Coaching we've been teaching leaders how to coach for the last 30 years Now. Workplace coaching has really changed. Now what's coming into play is artificial intelligence. There are tools out there that will actually coach people directly, and we're all for them. We've actually built our own artificial intelligence tool. Yet at the end of the year, something's going to happen. At the end of the year, there's going to be an end of the year review. That end of the year review is not going to be done by an artificial intelligence tool, and I also contend, if it is done or used as input for the evaluation, there will be tremendous pushback. Now, this, also coupled with leaders, are busier than ever. They are busier than ever. So it begs the question how does a leader develop his or her talent? How do they retain his or her talent?

Speaker 1 1:53

I think we have to look at coaching now in the workplace from a different perspective, not solely from the eyes of the leader. We have to look at coaching as a holistic endeavor, looking at it from the team aspect. Let me give you an example. If the Gallup organization is correct and I think they are seven out of 10 people are neutral or actively disengaged. Meaning we have people who are negative, and I'll just coin people who are neutrally engaged. I just want to do my job and go home. I don't want to get promoted, I don't want to progress, I don't want to grow, I don't want to retract, I don't want to regress. Let me just do my job. Then you've got about 30% that are positively engaged.

Speaker 1 2:37

Now that begs the question. That puts a challenge to the leaders. What are you going to do for succession planning? What are you going to do to retain talent Inside the team? What are you going to do to position people to positively engage, collaborate, communicate, cooperate, maybe even handle conflict with a smile? That is a daunting task, so here's a couple ideas that you can utilize. Number one don't let the leader be the only coach. Think about having a coaching champion, somebody that is well trained to coach his or her peers. Number two facilitate something that we call rotating peer to peer coaching.

Speaker 1 3:22

One of the things that we have to do is get people working together yet developing one another's talent. That doesn't only require the leader's time. So, for example, if you have a customer service department and they have to handle angry customers, one of the things you could do is have rotating peer to peer conversations, have feedback sheets so they don't have to give each other feedback. Have them turn in the sheets. That way you know the activity was actually done and the feedback can be as simple as what are three things your teammate did well and what's the one area where you feel like they have an opportunity to improve. Here's the hidden sauce. Here is something really cool you can use. At the end of the month, let's say everybody's conducted four practice sessions, they will get their four sheets given back to them by their leader, which takes little or no time in the part of the leader, and then what ultimately can happen is they get those sheets and they write out their own self-coaching plan, a one-page document of what they're gonna do to put that feedback to good use.

Speaker 1 4:23

So think about number one a coaching champion, someone who's trained to coach their peers. Number two, think about rotating peer to peer conversations. And then number three, self-coaching. See, I contend that, no matter what happens, everything starts with self-awareness.

Speaker 1 4:42

If a salesperson who does not hit his or her numbers is absolutely convinced that it's not their fault and it's the economy, it's the marketing department, it's not them, they will be tougher to coach and train and develop than someone who says I have an opportunity to improve. It starts with self-awareness. Right after that you can implement self-coaching. So if you sit down with somebody and you identify things in three tiers of learning, such as where's an area of knowledge that you feel like you need more training, when there is an area of skills that you think if you practice would help you perform better, and what's that one area where confidence needs to grow? Remember the fundamentals knowledge, training, skill, facilitate practice, behavioral confidence that comes with practice and positive reinforcement Then think about how they can go about doing those things on their own or maybe even seeking out the help of others. Self-coaching is powerful because they become the author of their own change. Remember, leaders have a lot in their plate today. Get creative. Look at coaching from the team element.