Sensing other people’s potential and developmental needs and bolstering their abilities
People with this competence:
Show a genuine personal interest in helping their friends, colleagues, employees and others improve their performance;
Understand the goals, strengths, and weaknesses of others;
Give timely and constructive feedback so people can find their way to excellence;
Are natural mentors and/or coaches;
Provide others with knowledgeable support and meaningful, often “stretch” assignments; and
Foster long-term learning and development of others.
People lacking this competency:
Don’t provide instructions or details to help people be successful or improve in the long run;
Fail to provide the necessary feedback intended to help others learn and grow;
If they give feedback, it's usually negative, and the intent is to hurt or belittle others;
Refuse to delegate and give others opportunities for stretch assignments and growth; and
Are unwilling to spend time with people who need their help.
Development tips:
Take the time to talk to individuals about their goals, aspirations, and things they want to learn and do better.
These conversations should occur regularly, and with employees, not only at the annual review time.
Make feedback as constructive and non-evaluative of the person as possible; focus on the work, not the individual.
Acknowledge and recognize progress often.
Quotes:
“The greatest good you can do another is not just share your riches, but reveal to him his own.” - Benjamin Franklin
"Successful people are always looking for opportunities to help others. Unsuccessful people are always asking, ‘What’s in it for me?’"- Brian Tracy
Great resources:
Co-Active Coaching, 2nd Edition: New Skills for Coaching People Toward Success in Work and Life, by Laura Whitworth, Karen Kimsey-House, Henry Kimsey-House, and Phillip Sandahl
The Manager as Coach, by Jerry W. Gilley and Ann Gilley
Comments