Author: Richard Lim
Unleash Your Team’s Potential: Coaching Conversations that Drive Results
Ditch the Command-and-Control Model and Build a High-Performing Team (Part Two)
According to Gallup, nearly 80% of employees worldwide are either not engaged or actively disengaged.1 Gallup further found that engagement levels would increase significantly if leaders had frequent coaching conversations with their team members.2
Despite the benefits of having regular coaching conversations with their team members, many leaders are still not doing it or, worse, avoiding it!
One common reason leaders say prevents them from coaching is the assumption that they don’t have time. They fail to realise that integrating coaching into their regular conversations with their team members (i.e., coaching-style conversations instead of formal coaching) would take much less time than they expect.
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发挥团队潜能：成为教练式领导（而不仅仅是个主管）
摒弃 “指挥与控制” 领导模式，打造高效团队（第一部）
职场环境已经改变了。
在当今动态工作环境中，颠覆性变化已成为常态，而传统的 “指挥与控制” 型领导模式已不再有效。因此，领导者必须采取一种能够赋能团队、利用他们个人和集体优势来应变、创新、并应对挑战的领导模式。
换句话说，领导者必须将教练技巧融入自己的角色中，以教练方式领导。
尽管越来越多的机构期望他们的领导者 / 主管能够教练员工，但现实情况是，许多领导者不知道如何进行有效的教练1,2。 其中一个原因是他们不理解教练的真正含义，另一个原因是他们没有具备技能或心态来做好这件事。
Unleash Your Team’s Potential: Become a Leader-Coach (Not Just a Boss)
Ditch the Command-and-Control Model and Build a High-Performing Team (Part One)
The world of work has changed.
In today’s dynamic work environment, where disruptive change is the norm, the traditional command-and-control model of leadership is no longer effective. Instead, leaders must embrace a model where they empower their teams and leverage their individual and collective strengths to adapt, innovate, and deal with challenges.
In other words, leaders must use a coaching approach by integrating coaching into their roles.
While organisations are increasingly expecting their leaders/managers to coach employees, the reality is that many leaders don’t know how to coach well.1, 2 One problem is that they don’t understand what coaching means. Another issue is that they don’t have the skills or mindset to do it well.
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为什么理解团队成员的 “为什么” 很重要
培养有意义的工作以驱动团队绩效
你的团队就像一个乐团，每个成员都带来了他们的才能和独特的贡献，以帮助创造出和谐、情感共鸣的音乐体验，打动观众。当每一位音乐家都理解音乐作品的集体诠释，以及他们所扮演的角色是如何为创造统一的表演做出贡献时，就会产生震撼人心的表演。
如果某些成员的价值观或动机与乐团不一致（例如，想成为最耀眼的明星、觉得自己的部分不重要、或者只是想撑过一天领到酬劳），集体表演将受到严重影响。
团员 / 员工敬业度的一个关键驱动因素是团队成员感到 “我的工作有意义！” 研究发现1，对我们来说，“有意义” 比工作的其他方面更重要。当员工感到他们的工作有意义时，他们的绩效会提高 33%！2