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Lacey’s Coaching Tips for Leaders — 2) Building a Trusting Relationship

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In order to create an environment where the employee and the leader can build a trusting environment requires a lot of the leader. Some critical elements that we have learned in our work with clients are:

  1. The leader has to drop the mantle of “boss” and become a humble, vulnerable person who has the best interests of the employee uppermost in the goals of the coaching discussions.
  2. It is advisable that the regular discussions take place in either a neutral office/meeting room or preferably they be conducted in the employees office.
  3. The demeanor of the leader is to position every meeting, every step in the coaching process as designed to help the employee accomplish their goals and I the leader am there to help.  “What can I do to help?” should almost always be the key question being asked by the leader.
  4. It is best if both the leader and the employee have completed an assessment (our strategic partners at Hiring Smart recommend their PPI assessment at a minimum and often it is best to complete the PXT) to enable both participants to understand each other, their motivations, their communication styles better.  Indeed, we would encourage all leaders to have an “intact” team assessment and discussion to enable all members to better know the leader and each other.

For more guidance from Engagient Principal Dwight Lacey, check out the blog category Coaching Tips for Leaders.

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Don Rheem’s presentation on Employee Engagement gets underneath the real “whys” on the behavior of discretionary effort. I found his examples to be relative and understandable. I see how our leaders are making better connections with the hearts of our people, so everyone better understands the goals of the enterprise.

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