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From Chump to Champ - Four steps to coaching a personal quantum leap (FREE pdf)

From Chump to Champ - Four steps to coaching a personal quantum leap (FREE pdf)

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As a manager or supervisor, you are in the unique position to influence people who report to you.
Unfortunately, most managers choose to influence their people by telling them things, rather than asking good questions, then giving great affirmations.
The trick is knowing what to ask and what to affirm. Through the following four-step process, employees will be transformed from the inside out – a quantum leap – and it will be their choice to go from chump to champ!
As a manager or supervisor, you are in the unique position to influence people who report to you.
Unfortunately, most managers choose to influence their people by telling them things, rather than asking good questions, then giving great affirmations.
The trick is knowing what to ask and what to affirm. Through the following four-step process, employees will be transformed from the inside out – a quantum leap – and it will be their choice to go from chump to champ!

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Published by: Smart People magazine (FREE ARTICLES) on Aug 17, 2009
Copyright:Traditional Copyright: All rights reserved

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06/20/2010

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     C     H     O     O     S     I     N     G
CHOOSING 
 
SMART PEOPLE 
From chump to champ
Four steps to coaching a personal quantum leap
By David BenzelAlex knew Chase hadtremendous potential. As hismanager, Alex was frustratedwatching someone like Chasewallow in mediocrity whenhe should be excelling in theworkplace.It wasn’t laziness;Chase always did what wasrequired. It wasn’t a poorattitude either. In fact, Chaseoften commented on howmuch he loved his job. He justseemed stuck.So as his manager, Alexdecided to help take Chase’sperformance to the next level.The question was, what couldhe do?Alex’s dilemma is all toocommon in the workplace.Managers feel a responsibilityand a need to help employeesraise their game.It’s good for the company,the employee and usuallythe customer wins, too! Butmost managers don’t knowhow, and threats and coercivetactics fail to have any lastingimpact. Incentives represent amuch healthier approach, butthe increase in performanceoften disappears as theincentive does.There is another way! Asa manager or supervisor, youare in the unique position to
influence people who report
to you.Unfortunately, most
managers choose to influence
their people by telling themthings, rather than askinggood questions, then giving
great affirmations.
The trick is knowing what
to ask and what to affirm.
Through the following four-step process, employees will be transformed from theinside out – a quantum leap– and it will be their choice togo from chump to champ!
1. What is the dream?
Surprisingly, most peopledon’t have a clear dream,and it’s usually because theyhaven’t decided what theywant to be, want to do orwant to have. A dream is apicture of the future we wantfor ourselves, so as a manager,you must ask the toughquestions and help yourpeople discover the answers.Ask questions like:
 “If you could be doinganything you wantedhere, what would it be?”“Tell me why.”
“What activities heregive you the strongestfeelings of satisfaction orimportance?” “Why isthat?”
“If you were guaranteedsuccess, what wouldyou dare to dream foryourself?”
“What is a dream in yourpersonal life that yourwork here might help youachieve?”Have your employee writedown the answers to thesequestions and others likethem. Assist him or her instarting a notebook, and callthis “Step One – Declaring MyDream.” If you don’t have a boss, do it yourself!
2. What is the target?
A target is a specific goal
that must be hit in orderto make a dream becomea reality. Dreams that are
not backed by specific goals
will often remain unrealizedvisions.A really good goal refersto some action that, if donewell enough or often enough,will result in the dreamturning from fantasy to fact.Ask questions like – “What
specific target could you aim
for that would take you closerto your dream?” “How willyou measure your progress?”Here’s an example:
Dream – Become the topsales representative in mydepartment.
Improper target– “Outwork all other salesreps.” (How will youmeasure outwork”?)
Proper target – “Make 20percent more outgoingphone calls each week to
David Benzel

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