The Eight Essential Skills Of Coaching

How to bring out the best in others By Daniel Robin Previous article talked about the cultural revolution taking place in most work environments. Hierarchical "command and control" management practices are giving way to more collaborative, fluid and dynamic structures. Why? People naturally perform better when their work environment matches how they like being treated. The challenge of letting Continue Reading ...

The Benefits and Advantages of Coaching

Still not clear on what coaching is?  Here's a definition For the Coach You don’t have to have all the answers Unleashed creativity ... more options and choices open up ... less a sense of limitation or stuckness. Fewer barriers to innovation, ... solutions arrive rather than continued head-banging Agreements upheld more often Shared responsibility frees you up to innovate, focus Continue Reading ...

Seven Attitudes to Dissolve Conflicts

By Daniel Robin If you notice yourself getting dug in or angry in the face of differing views, ailment ask for a time out and step out of the content for a moment and notice if you are presently moving toward your true goal. If not, sovaldi or if the situation is just getting too uncomfortable, check to see which of the seven strategies shown below would be most helpful Continue Reading ...

Seven Steps to Handling Interpersonal Differences

Keys to Negotiating with Power and Grace By Daniel Robin Make no mistake: resolving differences through negotiation is not a logical, linear process. However, this model can serve as a framework for staying on track and learning how and where things go wrong. These seven steps progress from how you might want to begin an effort to resolve differences to how you'd want to complete that effort. Continue Reading ...

The Dynamics of Non-Adversarial Negotiation

By Daniel Robin Joe had done his homework: "I propose that we put 25% of our training budget to work on giving people listening skills and that we postpone the management training course we've been considering." Joe had worked out a detailed set of arguments about why his was the right direction. As usual, his manager saw it differently: truth was, everyone knew how Continue Reading ...

When to Engage, When not to Engage

by Daniel Robin Ever notice that with some people you can sit and rationally discuss how differently you see things, and nobody gets hurt? It might even be fun! Yet, with others, particularly those closest to us, the small stuff quickly becomes big stuff. What makes the difference? When you think back on the successful disagreements you've had in your life (you know, the ones that ended without Continue Reading ...

Personal Growth On The Job

By Daniel Robin Does your workplace support your personal growth? I'm not asking if your boss lets you listen to Tony Robbins tapes or attend EST workshops on company time; I am asking if .... You're rewarded more for learning than for having the right answer You're recognized for handling a personal issue with minimal disruption, rather than being criticized for Continue Reading ...

Helping the Emergence of Co-operative Work

By Daniel Robin Whether you're a group manager or executive, member of a dedicated work team, or an entrepreneur out on your own, you've probably noticed an increased reliance on collaboration and co-operation to get things done. The days of the lone wolf or the aggressive, cut-throat bully are over. Effective managers have realized that treating people as mere factors of production isn't very Continue Reading ...

The Dance of Alignment: Do You Fit Your Workplace?

By Daniel Robin  In the early 1980’s I worked for a company that had begun to noticeably mutate. It had been growing like a weed – 400% in one year – but had yet to evolve (growing large isn’t the same as growing up). Those of us holding out for the company’s metamorphosis realized that it would take perhaps 20 or 30 years to materialize, so instead, we dematerialized; I’ve been consulting Continue Reading ...

Reflective Learning: Learning How to Learn

By Daniel Robin As she thought about the past few days, the CEO surmised, "I’m not sure if we learned anything." The CEO’s usual charisma seemed strangely subdued, tentative. What could possibly be the value of "not knowing" something ... of not being so sure?  Navigating with curiosity and interest in what could be learned Continue Reading ...