BLOG: Extraordinary Leadership and High Functioning Teams

4 Ways to Eliminate Difficult Conversations About Performance Reviews

Posted by Karla Sinclair on Fri, Apr 29, 2016

clearwater_office_team_006-resized-600.jpgPerformance reviews remain one of the most difficult conversations that most leaders dread having with others. So what can one do to have a positive experience during a performance review? What can a person do to take the difficult conversation around performance, money or expectations and change it into a more engaging one where both parties--the manager and the direct report--walk out feeling good about things?

4 Ways to Improve Performance Reviews

  • Break annual goals into quarterly milestones and meet quarterly to review them. Whether you are the manager calling the meeting or the direct report, be sure this step happens so there are no year-end surprises. Make sure the quarterly goals align with annual performance numbers. Also, make sure your results deliver more than just the numbers. If you are a sales manager, you will be looking at the numbers consistently. But what about the specific behaviors that led up to those results? Did you establish and meet your quota on cold calls, or set and get the number of appointments you wanted to? Did you convert at a higher rate than last year? The more specifically you can tie behaviors to your numerical goals the better the conversation will go on both sides with an appreciation for the work it takes to achieve success.

  • Ask for feedback on a regular consistent basis. As the employee, take responsibility for seeking feedback. Not just from your manager but from your peers, clients, direct reports. Learn to stand out in the crowd, by asking your manager for feedback before he gives it to you. After an important board meeting or sales call, circle back and invite him/her: "tell me a few things you think I did well and a few things I can do better next time". Thank your manger for the feedback!

  • Be bold and request a 360 degree feedback assessment. As the employee, show your commitment to professional development by requesting a 360 degree feedback assessment. This is a great way to get some feedback in a more formal way and it is a great developmental tool that can improve your performance going forward. Make sure you build a plan to constructively leverage the 2-3 things you want to work on for the year after receiving your report. And, go back and thank your raters. Sharing with them what you are working to improve is a great way to create support for your development. 

  • Be prepared for the annual review by doing your homework. Both manager and employee should heed this key. From the direct report perspective, this means really bringing to the review what worked well for the year, what could have gone better and what you will focus on in the future. From the manager perspective, this means doing your homework upfront as well. Going the extra mile in sharing all the data with the review committee and challenging assumptions around the ranking system will really pay off for both your people and yourself. DiSC Circle no desc

Being mindful of what it takes to motivate each member of your team requires understanding who they are as individuals. If you are using the same approach with all your people, you are missing out on the ways to motivate their performance. Consider requesting each team member complete a DiSC profile to help you learn how to approach each person according to their style, create more trust, and communicate in a more positive manner.

So what's your experience been like with performance reviews? Have you had one you'd rather forget? And, if so what did you do to turn it around the next year? 

Prepare for Difficult Conversations Worksheet

Tags: difficult conversations, tough talk, performance review, Career Development

Leaders: Will your team still be engaged after summer vacations?

Posted by Karla Sinclair on Mon, Apr 25, 2016

clearwater_time_001-resized-600.jpgYes, it's still springtime, but not to early for leaders to prepare for employee summer vacations. As we have 
previously covered, vacations give employees a much needed break and time to contemplate their work situation, job satisfaction and their next career move. Some return from vacation with a renewed commitment, but not to your organization. Instead, they are committed to looking for a new job.
How can leaders ensure employees return from vacation this summer with an attitude of engagement and commitment to their team and organization? Start now in making sure they are engaged and committed before they leave for vacation!
The field of positivity supplies vast amounts of research on the connection between trust, positivity and results and the impact they produce on engagement levels and culture. Company culture and trust in leadership are key to this. 
Use the questions in Does Your Organization Have the Summertime Blues? to assess where your team and organization stand.
There are several situations leading to lack of employee satisfaction or engagement where TRUST is the underlying issue. Address them now.
Lack of trust in leadership or within teams can simmer away on its own until it reaches a full boil of distrust, lack of communication and commitment from both leaders and team members. Dysfunctional teams then spawn poor results, disengaged employees and a damaged company culture. 
Do you see yourself as a trustworthy team leader? Are you perceived as a trustworthy leader? How would you know? 
Start with learning how leaders impact trust in a team or organization. Check our post 3 Ways Leaders Erode Trust in an Organization  and use the free self-assessment there to rate your team leadership.
team leaders develop trust on your team in the workplace
Clearwater Consulting Group is a nationally recognized company dedicated to developing leaders and managers in organizations committed to creating cultures of engagement. Principals Andrea Hopke and Becky Dannenfelser lead the Clearwater Consulting Group team of experts with headquarters in Atlanta, GA and a regional office in Pittsburgh, PA. 

Tags: building trust, corporate culture, employee engagement

Work-Life Balance: A relationship-centric life doesn't require balance

Posted by Andrea Hopke on Tue, Mar 08, 2016

Our many thanks to Steve Wittry, Director, Human Resources, Carter’s | OshKosh B’gosh, for this very insightful guest blog post.

stones_balanced_on_wood_cropped_.jpgTypically, I don’t give a lot of thought to the concept of work-life balance. Until presented with the opportunity to participate in a panel discussion on the topic, I don’t know that I ever even took the time to define or articulate what ‘work-life balance’ means to me.

As one of the panelists, I was presented in advance with a list of questions that might be asked.  The first question, the one I spent the most time reflecting on, was ‘What does work-life balance mean to you?’ Great question, it intrigued me and became the catalyst for a lot of much needed personal reflection on the topic.

I find ‘work-life balance’ to be an odd term or phrase – as though work isn’t a part of life. Taken literally, in order to balance two things they generally must be separate, two different things with opposing purpose – slow & fast, hard & easy, rest & activity, far & near, etc. I can’t say how many people actually look at it this literally, but my sense is that many do. 

A holistic work-centric view of life

Over time I’ve developed a holistic view of my life - my life is work-centric. I’ve stopped making any effort to separate work life and personal life. It would be like trying to not use my arms if I’m using my legs or vice versa.

That’s not to say that my life is all about my work, but my work life and my personal life are inextricably connected, they feed off of and are related to each other.

There was a period of my life when work started where personal ended and personal started where work ended. Looking back, there wasn’t much rhythm in my life then and I don’t remember feeling very fulfilled – seemed I was always searching for something I hadn’t defined and which, of course, made it very elusive. 

With all the starting and stopping, the separating one from the other, my life in my workplace and outside my workplace both lacked momentum. Without that momentum, I was working so much harder to be impactful in whatever I was doing.

So as I prepared for the upcoming discussion, I spent a lot of time thinking about what’s changed.  I’m very much at ease with myself and with my life – the direction, the velocity and the momentum.

Shifting to relationship-centric

My focus has shifted, and to a large degree, intentionally – and I’m a much more fulfilled person for it. The last 10 years have brought a significant growth spurt – spiritually, emotionally and intellectually.

I spent a lot of time earlier in my life focused on being ‘successful’, although I never took the time to really define what that meant either. My focus has shifted to being significant - adding value to others. Consequently, I’m finding that my life has changed for the better, has a great deal more value – because my work life, just like my personal life, is relationship-centric.

The focus in my work has shifted (intentionally) to relationships – developing them, growing them, restoring them, to learning to do the things well that support relationships. This is ‘why’ in my work – it’s what makes my work sacred. The focus isn’t on results first, but relationships first – the driver of results.

This spills over into my time away from my workplace – but my work continues because the ‘why’ that makes my work sacred never changes. It’s a thread that runs through my play, my community involvement, my solitude, my exercise time. The skills I’m developing and wisdom I’m gaining by being more intentional in my relationships are most frequently experienced in my work environment.   The only thing that really changes apart from the activity I might be engaged in is who I’m engaged with.

I want the ability to engage – genuinely, passionately, honestly, consistently – to be at the heart of everything I do. I’m committed to growing that ability, to being better at relationships to drive better results. I heard John Maxwell state, “You weren’t born to be average, you were born to be significant. You have no right to be average.”

To the degree that I’m successful in adding value to others, the results in every endeavor we’re engaged in are improved and enhanced. There is nothing to balance.


What are your thoughts or quandries on work-life balance? Is this something you seek or have attained? Please comment below. 

See other posts on work-life balance:
Work-Life Balance: Become More Mindful

Finding Meaning in a Complicated World

Tags: work life balance

Top 5 Reasons Why Dysfunctional Teams Lack Accountability

Posted by Rebecca Dannenfelser on Tue, Feb 23, 2016

Bad teams cause stress. They zap our energy. They hurt our ability to be engaged at work. They kill productivity and can do damage to our health. Toxic behaviors invade the dysfunctional team and blame/defensiveness, contempt, gossip, silo thinking and territorial in-fighting dominate the climate. 

In our work at Clearwater Consulting, we are often called in to these types of settings when things get this point. And we are usually asked to focus on the leader. Get him or her in line and all will be well. Prepare a 360° feedback report or coach the leader to get things back on track. After all, it has to be the leader’s fault, right?

Sometimes getting the leader back on track is part of the solution. But, in our experience that is just one part of the problem! The real issue that troubles most of the teams we see in a dysfunctional haze centers around the inability to hold one another accountable to the goals, commitments, and values that create purpose for the team. Patrick Lencioni’s research with over 12,000 team supports just how hard it is for teams to hold one another accountable—2/3 of the time it was the lowest score on his team assessment.


Accountability is so hard to develop on a team because it doesn’t just fall to one person—like the leader! Instead, if a team is going to practice holding each other accountable, it has to overcome these 5 reasons they lack accountability:

  1. They don’t trust each other.
    Teams without accountability keep score, they hold grudges. They have never really taken the time to get to know one another. They haven’t shared their fears, their desire for help, they find it hard to admit there are wrong. When a team hasn’t done the real work around being vulnerable with each other, they engage in false bravado and it’s every man/woman for him/herself.

  2. They don’t know how to be candid or to have the difficult conversations.
    They practice turf wars with mean-spirited personal attacks vs. trying to leverage the intellectual horsepower of the team to solve common problems through spirited debate. When a team doesn't see the value in engaging in difficult conversations, it steps over issues, refusing to call out and discuss the real concerns that can strengthen the team and move them towards innovative problem solving together.

  3. They are not aligned around a core purpose or vision for the team.
    Team members care only about what they have to do, not how to best engage the power of the whole team. People are not helpful because they fail to understand the inter-connectivity of the team.

  4. Feedback is not shared peer to peer.
    Instead cliques within the team share gossip and spread stories about who is performing and who is not. If work doesn’t get done, it is not seen as anyone’s fault. Apathy rules because no one has the courage to care enough to confront a slacker or see if someone needs help to accomplish a task.

  5. The team leader avoids holding others accountable to the agreements they have created.
    His/her fear of conflict creates an environment where team members ask themselves "why should I care if my boss doesn’t?"

Sometimes the best thing a team can do is to acknowledge how hard it is to hold each accountable and ask team members what this lack of accountability costs the team. Then the real work begins.

  improve team accountability in the workplace


Tags: high functioning teams, high performing teams, team building and accountability

3 Tools to Stay Focused and Sane During Accelerated Pace and Creative Expansion

Posted by Andrea Hopke on Mon, Feb 15, 2016

You're wondering where Clearwater Consulting has been lately? Well, we've been tackling some wonderful client projects around engagement, team stress, and growth.
Here’s the funny part. It’s not just our clients grappling with these dynamics. Even as a boutique leadership development firm, those topics apply to us as well: engagement, team stress and growth!
Starting with growth, it’s the double-edged sword that drives the other two - engagement and stress. The reverberating challenge is how to maintain the healthy balance between landing new business, and maintaining focus and energy required to design, develop and deliver that business. For our clients, it’s the endless parade of new priorities to be reconfigured with existing priorities.
In our business, we live in a state of creative tension. It’s a choice we make every day to stay engaged and grow ourselves through new learnings, new experiences, tackling disagreements, committing to new practices, finding humor in every situation, and getting clear about the results we want to collectively achieve.
So pardon our recent silence as we transition from 2015 into 2016 - including the addition of 2 new consultants, moving to larger space, and creating 3 new programs our clients are asking for which include intercultural interactions, stress management, and cross functional communication.
In the meantime, let us share with you three tools that help us stay focused and sane during times of accelerated pace and creative expansion:
Tool #1: The Human Function Curve
Paying attention to where each of us lands on a daily basis on the Human Function Curve proactively manages stress.
In the graphic, the most creative and productive area is in a state of stress that promotes invention and problem solving, and may encourage team dynamics in which we don’t always agree initially on an approach or solution. Each of us lands there in a different way - one thing that might cause you stress may not have the same impact on me.  Most of us can operate for awhile in fatigue, but it’s not sustainable.  
Tool #2: Picture this
Our favorite creative tools is the white board - when life is challenging and or we’re trying to figure out the best options for a client request, we start to draw. These are options, ideas, alternatives. Get visual. Get everyone involved. It puts on the table the mental map each of us is working from and allows us to test for assumptions and alternatives.
Tool #3: GROW
We apply the GROW model as a tool for moving toward action and resolution.  
  • G stands for the Goal of the conversation or our ultimate outcome we want to achieve. What does success look like? What are we trying to solve for?
  • R stands for the Reality of the current situation - facts, experiences, emotions. What’s creating the current situation, what have we tried/not tried? 
  • O represents the Options available to us - any idea at this point is a good one.
  • W gets us focused on What’s Next - so of all those options, what are the next 2 or 3 actions we can collectively and individually commit to tackling.
So as you ponder 2016 and your ambitious goals for yourself, your  team, or your organization, stay in touch with what energizes you (the human function curve), how you might draw the possibilities with everyone’s input, and GROW an innovative solution.
We look forward to hearing about any tools you are using that help you stay creatively engaged and emotionally sane during dramatic change.
create an effective high-functioning team


Tags: action planning, organizational change, high functioning teams, clarity of vision, employee engagement

The Need for Effective Collaboration

Posted by Kristin Dressel on Thu, Nov 05, 2015

As companies become more complex and try to do more with fewer people, there is an increased need to collaborate with other teams, departments and cross-functionally. How well do your leaders and teams collaborate? Here are 3 steps to help your leaders develop effective collaboration skills.

  1. Hold a Feedback Session

Generate an open discussion among the people and teams that need to collaborate. Identify the areas the team needs to improve and talk about ways each person can collaborate better.

  1. Determine a Common Vision or Goal

If all people involved understand the vision or goal of the collaboration and buy in to the vision, then they are more likely to set aside their own goals focus on the groups’ goals instead.

  1. Change the Language

It’s not what is said, it’s HOW it’s said that can help build collaboration. Define the acceptable language and communication of the team and hold people to the same standard.

effective collaboration in the workplace

Tags: building trust, improve workplace relationships, employee engagement

What Makes a Great Leader?

Posted by Kristin Dressel on Wed, Oct 28, 2015

While there are many skills and traits that great leaders possess, here are three important ones to consider.


Ask yourself the following: Are the leaders in your organization open to input, even from their team members or subordinates? Do your managers encourage their direct reports to try new assignments? And, how well do your leaders rally employees to achieve their personal and professional goals?

Depending on how you answered those questions, it might be time to acknowledge that your managers and leaders also need leadership coaching, training and development, not just the team members.

Develop extraordinary leaders

Tags: leadership development, leadership secrets, benefits of leadership coaching

4 Reasons Employee Engagement and Retention Should Have Your Attention

Posted by Rebecca Dannenfelser on Wed, Oct 21, 2015

cc_question_01You could have heard a pin drop. The SVP of HR was sitting with his CEO and reviewing the recent dismal turnover numbers. For the sixth month in a row, things were not getting any better. “I have an idea, let’s do that engagement survey you’ve been wanting to do the last few years and we will find out where our problem areas really are….” Is it any wonder the HR leader just shook his head in despair.

It was getting harder and harder to retain key talent yet alone hire for the 100+ open jobs the company was creating. Three years ago, it was easier to get talent, mainly because the economy was so bad. Sure, he was happy the CEO was now recognizing the problem, but there was something more going on here. Their Glass Door reviews were atrocious and the younger employees were leaving in droves.

The 25-year old company had been built on the backs of a hard driving “get it done yesterday" set of marching orders with a group of baby-boomers who were soon set to retire. The new talent didn’t view things the same way—sure they were committed to growing the business and their careers, but they also wanted work-life-balance and a boss who cared about them. Things were going to have to change and fast if the company was going to survive and keep growing at the rate it had in the past.

A Company’s Biggest Issue: Lack of Engagement Makes People Vulnerable to Leaving Your Company

Reason #1: The Numbers Don’t Lie

In Deloitte’s recent 2015 research “Leading in the New World of Work” 87% of companies across the globe cite “culture and engagement” as the most important issue business leaders face with more than half the companies citing the matter as urgent. Couple this data with Gallup’s long-standing research that less than 15% of workers are truly engaged at work and you begin to see why so many companys are scrambling to figure the best way to capture the hearts and minds of their talent.

Sprinkle in Great Place to Work’s findings that companies with the highest engagement scores produce earnings 300% higher than those companies where talent is disengaged and you find a compelling case for understanding what it takes to create a culture of engagement in your company.

Reason # 2: Leadership is Still the Issuecc_leadership_avenue_003-resized-600

Retention remains elusive and engagement low because there is a lack of leadership quality. Why? For one thing, there just aren’t that many of them. The average organization has 15-20% of their organization listed as high-potential. For engagement surveys to really return their investment, an organization needs to stress the importance of all leaders seeking improvement.

Those that lead people must be made to understand that the engagement scores don’t just diagnose the “culture” of the organization, they diagnose the missing leadership needed to have people want to stay and engage at a higher level.

Until leaders and companies attack the data from a place of dual responsibility, change cannot happen. Note: Ratings and remarks posted on Glass Door can also tell an organization a lot about what employees think about their leaders! While the overall company culture still matters to employees, working for a bad boss will accelerate your departure and your disenchantment with work more quickly than anything else.

Reason #3: Your Talent is Already Looking for a New Job!cc_help_wanted_01

A 2015 Talent Trends Survey of 20,000 employed professionals across the globe says 1 in 3 people is now looking for a new job, up from 1 in 4 last year. Why are so many people open to a headhunter calling? Probably because the economy has recovered and because they're just not that in to you! Loyalty is reserved for only the most engaged at work. So what can you do to counterattack this openness to entertaining other jobs? Make work more meaningful for those you employ and make sure they know you value them by training and developing them.

Reason #4: Taking the Engagement Survey is Only Half the Battle!

cc_employees_01Every company we work with is doing some kind of workplace engagement survey, yet very few companies have a consistent action-oriented process for doing something with the data! If you consistently do surveys of your organization and do nothing with the data points, you are wasting your money. And, sharing the data with only the Executive Team is not doing something with the data. The action-planning process following an employee engagement surveyshould be a transparent practice to allow:

  • People to understand the results in a safe manner
  • People a way to discuss the meaning behind the scores
  • People a place to partner on creating change for the better

So what happened to our client from the example above? After the initial frustration, the SVP of HR rekindled his interest in putting an engagement survey plan in action. He created the following steps to getting his arms around employee engagement and retention at his growing company:

  • He gathered the Executive Team (with the CEO’s full support) together and laid out the vision for what needed to happen
  • He researched the best survey companies and landed on one
  • He rallied his HR team behind the strategy and the goals for the program by focusing the project around creating a culture of engagement and leadership
  • He rolled out the planning process with the company VP’s and Directors
  • The survey launched and 87% of the company participated
  • Results were shared transparently via town hall meetings
  • Action-planning was conducted for all VP and Director Teams
  • Company wide roll-up of committed changes was communicated to all employees.
  • Employee turnover improved the first year after the survey

While the work to create culture where people feel they can do their best work can be very hard to do, the rewards outweigh themselves. More engagement creates a place people want to stay and that creates an environment that is good for everyone!

Improve employee engagement and retention with action planning

Tags: action planning, improve workplace relationships, employee engagement

3 Tips to Problem Solving When Cross-Functional Teams Tackle Tough Issues

Posted by Andrea Hopke on Wed, Oct 14, 2015

cc_corporate_culture_004We recently worked with a group of 20+ senior executives at a rapidly growing company in the midst of repositioning its services. The laundry list of challenges was endless … and the enthusiasm for tackling them was waning. There appeared to be no forward progress on decisions that required cross-functional discussion and coordination. Assumptions were made about who was leading which initiative. And, even more foundational than that, no agreement as to which initiatives should actually be top priority.

Let us share with you three tips and one tool for prioritizing and problem solving we have found simple to use and immediately impactful. These situations are typically messy and topics are complex. How do you move forward? 

1. Set the Stage for Disagreement and Resolution

Margaret Heffernan has a wonderful TED talk if you haven’t seen it. She highlights cultures which encourage “the super chicken”, those super competitive individuals who stop at nothing. But this is to the detriment of the rest of the organization, because ultimately the only thing the super chicken cares about is him or herself.

She emphasizes that now is the time for everyone’s voice to be heard, for everyone to practice critical thinking and to be involved in solving messy problems. And that's as important as it is to not allowing a handful of super chickens to dominate, there can also be no “passengers”. 

One of my favorite lines in her talk is:  "In successful companies, conflict is frequent because candor is safe."

Set the stage in your organization for frequent conflictand let’s define that not as vicious personal attacks of blame and sarcasm, but, as Patrick Lencioni does in Five Behaviors of a Dysfunctional Team, as energetic debate and disagreement on concepts. When we encourage and allow all voices to be heard, then we find greater commitment to the next step for resolution.

2.  Take an Enterprise View:  What Matters Most

With the crew of senior leaders at the company mentioned above, we had them create a laundry list of what mattered most, not to them in their functional areas, but to the future of the company. This exercise requires an enterprise view, something rarely tackled cross-functionally, where everyone is heads down on being productive in their own lanes. Ask yourselves:  What is the most important problem, topic, or area we collectively need to resolve in order for the company to move forward and succeed?cc_team_014

We mapped the laundry list on a wall of flip chart paper and after spirited debate about how each area related to another, the group of 20+ executives identified 4 areas of the 15 listed that, if these could have attention and resources put to them, would make a huge impact quickly. It was also obvious that no one functional area could resolve any one of these topicsit had to be tackled cross-functionally.

3.  GROW into the Next Steps: Avoid Jumping Ahead 

The executives then broke into 4 subgroups, choosing the one for which they had the most energy, the most interest, the most passion. This is key. You have to care.

We applied the GROW model for problem solving—typically used as a model for moving individuals through a coaching conversation with the coach asking a series of questions to help the individual clarify the problem, explore ideas and commit to next steps, the process is very effectively used by peers on teams to guide developing priorities and solving problems.

Our natural inclination is to say here’s the problem, now (jumping ahead) what do we do about it? But when we jump ahead to action without looking at it through a shared lens of current reality, understanding past experiences, and exploring different views, we make assumptions…and mistakes. 

We are happy to share with you the template we use with teams so they can move through this often messy and potentially complicated process quickly and effectively. Download the tool here (link).  And discover just how clarifying it can be to use these simple steps:


G:  What’s the GOAL of the discussion?

There are BIG GOALS (like create a culture that embraces conflict) and there are immediate goals to help you get there. So for a particular discussion, the goal could be: describe the type of culture we as senior leaders want to create. And the conversation then focuses on identifying what is and what could be…resulting in action steps to move forward on the “what could be” elements. Or the goal of the team discussion could be a deeper dive on challenges that impede creating a more open culture and ideas for specifically resolving those. Once you complete the GROW process on one topic, typically it lends itself to another goal to explore more fully, so the conversation builds upon itself.

R:  What’s the current REALITY of the situation?

These are the shared perspectives of the team members as to what defines the current state, what has been tried, who are the stakeholders, what has been measured, etc.

O:  What are some OPTIONS?

This is the time for brainstorming ideas, for sharing what’s possible. There are tons of tools to help do this. We’ll post a few in a later blog. 


Now the team focuses on choosing one, two or three action items they commit to undertaking by a certain period of time. And, as mentioned, this usually results in another goal for a future GROW conversation.

So this seemingly simple process has now gotten the team focused and committed, not just to next steps, but to each other as well.

Download our free GROW for Teams template. Try it and let us know what you think!

Solve team conflict with the GROW Model for Teams

Tags: improve workplace relationships, difficult conversations, high performing teams

3 Key Questions to Assess Company Commitment to Coaching

Posted by Andrea Hopke on Wed, Sep 30, 2015

cc_coaching_skills_07Two thirds of responders to our recent survey complain that people need to step up. That they need and want them to take more responsibility. One way to instill that in the culture is through  a commitment to coaching. But very few companies are actually committing resources—time, money, strategic thought and execution—to providing managers with coaching skills that ensure the development of talent and the encouragement of individuals taking more responsibility. 

There is massive confusion in organizations, according to our responders (and our professional observations echo this), which blurs the distinction between giving direction and coaching. At its core, coaching shifts the responsibility for ideas, solutions and actions to the individual. Read more about coaching skills here.

The 3 key questions to ask yourself are:

1. How many hours of coaching skills training (per year) do your managers receive?

  • 10 or more hours (good for you - great start)
  • 1-9 hours (better than nothing)
  • 0 hours (unfortunately this is the norm - isn't it time to do something about this?)
  • Do not know

2. Do your executive leaders understand the difference between coaching and directing?

  • Yes - they understand that the coachee is responsible for the ideas and actions; the coach is responsible for asking great questions and helping the coachee find answers
  • No - they blur everything together into "advice"

3. Do your senior leaders complain that people need to step up?

  • Yes
  • No

And a bonus 4th question:  Now, what are youan insightful, engaged, motivated leadergoing to do about it?


If you answered (a) to all 3 questions: your company is primed to embrace coaching as a talent development and growth solution, and you are fearlessly leading them! If you answered a combination of (a) and (b), you have a great opportunity ahead of you. Call us at (404) 634-4332. We can help design the steps and implement the solutions. If you answered (b) or (c): we applaud that you are an eternal optimist and we can share programs to support the transformation you are eager to see. 

Take our survey or contact us at (404) 634-4332 to learn more.about developing a coaching culture at your company

Tags: corporate culture, Coaching Skills, leadership coaching