Join Linda Miller of The Ken Blanchard Companies for a live, online chat today at 10:05 a.m. Pacific Time. Miller, Global Liaison for Coaching at The Ken Blanchard Companies and a Master Certified Coach, will be answering questions immediately after her webinar on Essential Coaching Skills for Managers.
To participate in the online discussion, stop by our sister blog www.thecoachingsource.com beginning at 10:05 a.m. Pacific Time. Try to arrive early because it may be crowded–over 1,900 people have registered for the event!
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Join Cathy Huett and Randy Conley of The Ken Blanchard Companies right here on LeaderChat beginning at 10:05 a.m. Pacific Time for a 30-minute Q&A session.
Cathy and Randy will be stopping by immediately after they finish their WebEx sponsored webinar on Mind Shift: Exploring Misconceptions about Virtual Training. In this special event, Cathy and Randy will be exploring the fact and fiction of virtual training and sharing best practices for creating a successful online program.
If you have a question that you would like to ask Cathy or Randy, just click on the COMMENTS hyperlink above. (Once you’ve typed in your comment hit SUBMIT COMMENT.) Cathy and Randy will answer as many questions as possible during the 30-minute online Q&A.
If you can’t stay for the entire 30-minute chat, but would like to see all of the questions and responses, you can always stop by later or click on the RSS FEED button on the right-hand column and you’ll receive updates automatically.
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Join Dr. Dick Ruhe, Senior Consulting Partner and co-author of Know-Can-Do right here on LeaderChat beginning at 10:05 a.m. Pacific Time for a 30-minute Q&A session.
Dick will be stopping by immediately after he finishes his WebEx sponsored webinar on We’re Still Here … Now What? In this special event, Dick will be sharing six strategies to help leaders re-focus and re-energize their organizations by adopting a growth—instead of survival—mindset. Over 400 people will be participating in the webinar and most will be gathering here to ask follow-up questions.
If you have a question that you would like to ask Dr. Ruhe, just click on the COMMENTS hyperlink above. (Once you’ve typed in your comment hit SUBMIT COMMENT.) Dick will answer as many questions as possible during the 30-minute online Q&A.
If you can’t stay for the entire 30-minute chat, but would like to see all of the questions and responses, you can always stop by later or click on the RSS FEED button on the right-hand column and you’ll receive updates automatically.
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It’s been 12 months since the American investment banking system collapsed, starting a domino-like financial crisis that eventually spread around the world. The good news is that the worst appears to be over. The bad news is that the hard work of rebuilding your business still lies ahead. This shift from immediate survival to planning for next steps is creating a new set of challenges for leaders according to Dr. Dick Ruhe, Senior Consulting Partner with The Ken Blanchard Companies and co-author of the business book Know Can Do!
“People have spent the last twelve months thinking about, “what if?” What if they lop off my part of our organization? Or what if they cut out my product line? Or worse case, what if the entire organization goes under?”
Leaders have to deal with that by making the shift from survival to growth. Now instead of stopping the red ink by reducing expenses, organizations have to shift to getting back in the black by setting new directions.
That’s the focus of an August 11 webinar where Dr. Ruhe is the featured speaker. It’s complimentary and it’s just been posted on The Ken Blanchard Companies web site. To learn more, check out We’re Still Here… Now What?
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Maintaining the status quo costs more than you think. In fact, in the average organization it costs over $1,000,000 dollars a year according to The Ken Blanchard Companies new Cost of Doing Nothing Calculator. The calculator which was just released on the company’s web site identifies three potential drains on performance—employee turnover, customer satisfaction, and employee productivity.
Using formulas based on independent research the calculator helps executives identify what excessive employee turnover costs a company when good people with developed skills leave an organization, what dissatisfied customers cost a company, and how less than optimal employee productivity numbers translate into bottom line impact.
The overall result? A shocking $1,000, 000 dollars or more in most cases.
Interested in finding out what your Cost of Doing Nothing might be? You can check out the Cost of Doing Nothing Calculator for free at www.costofdoingnothing.com or by clicking here to access The Ken Blanchard Companies web site.
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70% of change efforts fail according to Pat Zigarmi, coauthor with Ken Blanchard, John Britt, and Judd Hoekstra of the new book Who Killed Change? out in bookstores now.
In Zigarmi’s experience of working with clients on organizational change initiatives over the past 20 years, a couple of common mistakes keep popping up when organizations go about launching large scale change in their organizations.
What causes change to fail in most organizations? Here are three that Zigarmi recommends keeping an eye on:
- People leading the change think that announcing the change is the same as implementing it. So much energy in organizations is spent preparing to communicate the change and the reasons behind it, but not nearly the same energy is spent planning for the successful execution and rollout of the change after the announcement.
- People’s concerns with change are not surfaced or addressed. If leaders do not take the time to specifically address individuals’ needs and fears near the beginning of the change process, they will find themselves fighting an uphill battle later on in the process.
- Those being asked to change are not involved in planning the change. Leaders need to gain the buy-in and cooperation of the people who are being asked to change. Without that, resistance smolders. This is because people feel that change is being done to them rather than with them.
Interested in learning more about Zigarmi’s thoughts on leading people through change in your organization? Be sure to check out interviews with Pat in the May 2008 and May 2009 issues of Ignite or Pat’s webinar recordings on implementing change.
To learn more about Who Killed Change? including access to the first chapter, follow this link, Who Killed Change?
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Categories: Business Books, Change, Collaboration, Communication, Culture, Ken Blanchard, Ken Blanchard Companies, Leadership, Leading, Organizational Change, Strategic Leadership
Join Dr. Pat Zigarmi, co-author of the new book, Who Killed Change? right here on LeaderChat beginning at 10:05 a.m. Pacific Time for a 30-minute Q&A session.
Pat will be stopping by right after she finishes her WebEx sponsored webinar on Creating a Fast, Flexible, and Nimble Organization. Over 400 people will be participating in the webinar and many will be gathering here to ask follow-up questions.
If you have a question that you would like to ask Pat, just enter this thread or click on the COMMENTS hyperlink near the title of this post. Type in your question in the space provided and hit SUBMIT COMMENT. Pat will answer as many questions as possible until she has to leave at 10:30 a.m. Pacific.
And if you can’t stay, be sure to stop by later and see all the questions that were asked. Or better yet, hit the RSS FEED button on the right-hand column and receive updates on a weekly basis.
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A good performance management system is comprised of three parts: (1) performance planning, which consists of setting goals and objectives; (2) day-to-day coaching to help your people accomplish their goals; and (3) performance evaluation to examine individuals’ performance against goals during a certain period of time.
Unfortunately, the most important of these three parts is almost never done well in organizations: day-to-day coaching.
Coaching should take up 90 percent of your people management efforts. It’s through day-to-day coaching that you help your people monitor their progress and systematically move toward success.
In their new book, Coaching in Organizations: Best Coaching Practices from The Ken Blanchard Companies, authors Madeleine Blanchard and Linda Miller recommend a 4-step C-FAR process for managers looking to improve their performance and development conversations.
- Connect by building rapport and setting the context.
- Focus by identifying topics and goals to be discussed.
- Activate your conversation by determining strategy and tactics for specific goals.
- Review by recapping the discussion to ensure clear agreements.
You can learn more about the 4-step C-FAR process at our archived webinar homepage. In particular check out Linda Miller’s presentation on Moving Forward during Uncertain Times: The Power of Coaching. Linda discusses
- The four parts of a coaching conversation
- The four coaching skills
- How to support your team so that team members are motivated to move forward and take intentional action
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Looking to be a little more coach-like in your conversations? In their new book, Coaching in Organizations: Best Coaching Practices from The Ken Blanchard Companies, authors Madeleine Homan and Linda Miller recommend a 4-step process for managers looking to improve the basic structure of their performance and development conversations.
- Connect by building rapport and setting the context. The manager needs to take a minute from other things that they may be working on to give employee’s their full attention. This may sound simple, yet any manager knows that it isn’t always easy to turn away from the computer screen, tune out the phone, and be fully attentive.
- Focus by identifying topics and goals to be discussed. In this phase the manager needs to be sure that he or she has confirmed the specific focus of the conversation. This may seem obvious, but most conversations require refocusing a surprising average of seven times.
- Activate your conversation by determining strategy and tactics for specific goals. To activate effectively, a manager must speak simply and directly. The key is for the person being coached to be crystal clear about which actions he or she is committed to and why.
- Review by recapping the discussion to ensure clear agreements. In this final phase (which is missing from most conversations), the manager needs to make sure that clear agreements with timelines are in place.
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Join Blanchard Senior Consulting Partner Chris Edmonds today for a live online chat beginning at 10:05 a.m. Pacific Time.
Chris will be stopping by The Ken Blanchard Companies’ LeaderChat blog (www.leaderchat.org) for a 50-minute Q&A session right after he finishes his WebEx webinar presentation on Revitalizing the Downsized Organization. Over 500 people will be participating in the webinar and many will be gathering at the Blanchard blog to ask follow-up questions.
If you have a question that you would like to ask Chris, just enter this thread or click on the COMMENTS hyperlink near the title of this post. Type in your question in the space provided and hit SUBMIT COMMENT. Chris will answer as many questions as possible until he has to leave at 11:00 a.m. Pacific.
And if you can’t stay, be sure to stop by later and see all the questions that were asked. Or better yet, hit the RSS FEED button on the right-hand column and receive updates on a daily basis.
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