This “issue” has intrigued me for a long time. I’ll bet that we’ve all had at least one … or maybe more than our share.

I’ve seen them across all sectors of the workplace – Federal government, local government, commercial/private sector, not-for-profits, and academia.

We know what they look like. We know what it feels like to work for them. We know the damage that they cause/inflict – on individuals, teams, and organizations.

So, why are they that way? Several reasons:

Can a Manager be a Coach? Much has been written on this. I believe that managers can and should DO coaching.

Think about the Manager you would follow anywhere. What did she/he say or do? What did he/she NOT say or NOT do? How did you think, feel, and act because of that manager’s behavior?

We believe in Customer Delight. That’s the Advocacy box. Maximize the outcome AND the experience!! Think about what you get back when you have advocates.

Teams are everywhere.  Some are outstanding, some average, and some suck. 

What is a team?   By definition, teams are comprised of people with INTERDEPENDENT roles or tasks. That means that different people are doing different tasks.  As well, person A will be doing or producing something that’s important to person B or C.

2020 is behind us. Thankfully, we have turned that page. With the new year comes a renewed sense of hope and anticipation. Some of that gets channeled into the NFL Playoffs and other sports. For others it’s resolutions and commitments. Still another group wishes for accelerated progress on the pandemic, economy, and social and climate change.

Development includes training as well as a broader array of approaches including coaching, mentoring, job rotation, etc. With more opportunities for practice and feedback, development increases the chances of also improving a person’s confidence.