How Do You Love Your Employees When They Are Unloveable?

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What You Don’t Know About Your Employees is Impacting Your Team’s Performance

Kristin Allaben
December 14, 2020
awareness, Capabilities, employee engagement, employee performance, Inventory of Abilities, Leadership, Management, self-awareness, Talent Assessment

The outside world generally knows more about your employees than you do. And realistically, there’s little surprise here. There often isn’t time to just sit and talk with employees during the day about anything other than work-related items, and there seems to be a manager-employee divide where many won’t cross that line and friend/follow each other on social channels. Yet these social channels are where so much of this expanded employee information is so readily available, like individual skills, abilities, interests and work experience.

This is a big obstacle in inspiring and engaging employees to perform at their best. Think about it: as the world moves faster and faster and requires greater performance from your employees in ever-changing roles and environments, how do you know what skills training to provide and who would be a better fit in a different role?

Our answer: an inventory of abilities.

Generally, we develop a clear understanding of what success attributes new employees bring to their workplace on their first day as it relates to performing the role they are hired for. But this is only a snapshot of what they can bring to the table. Each employee is equipped with a more robust set of skills, experiences, interests and core abilities. When you add these to the robust abilities of your existing teams, you gain the information you need to more wisely align, develop and promote employees as your world and workplace continue to evolve.

To most effectively tap into these previously unknown strengths and skills, help each employee create an inventory of abilities. This is best done through activities and assessment tools to help employees articulate their strengths and liabilities, interests, values, communication styles, favorite and least favorite aspects of their role, behavioral triggers and blind spots. When employees have a more complete understanding of their potential and their personal drivers, it helps managers see all they are capable of. Having an expanded awareness of who employees are also helps to see who they can become and how they may fit into a workplace that always needs new and different skills and abilities.

The inventory of abilities can help your organization inspire greater employee performance by greater understanding of each employee in three critical areas.

1. Alignment. Having a clear understanding of who an employee is, what they are capable of and what they are interested in doing helps improve role alignment. Employees who are well aligned to their roles feel more capable and competent which activates engagement; engagement is the driver of productivity, performance and retention. It is difficult to get A-level performance from someone who doesn’t have the ability or interest to do what the job requires.

2. Development. Upskilling or reskilling are new terms that are making their way around the workplace and refer to adding new skills or improving the skills employees have to accommodate the changes in both work and workplace. As required workplace skills and abilities change, do you know who on your team has the abilities to respond to the changes? Without this insight, you will only look to the outside talent pool to address performance needs instead of considering your existing and already familiar inside talent. This also adds time and additional resources to effectively onboard new talent, resources most organizations are already short on.

3. Advancement. Few organizations treat a promotion or advancement the way they do an initial job hire; it’s often not even considered to clearly define the expectations of the role and then assess a candidate’s behaviors, skills, education and experience as right for the role. Think about how many colleagues or employees you’ve known to be promoted even though they weren’t interested in or capable to perform what the next level required. By expanding what you know about each employee, you start to see the opportunities in employees that may not be on a linear trajectory but instead one that uses their abilities in a new and different way. For instance, an installer of a product may make a great customer service or project manager because they are intimate with the product, its applications and success attributes. Or a frontline employee may make a great company educator because of what they know and have experienced firsthand.

Each employee only brings a small portion of who they are to their current role. Help them expand what they know of themselves and learn alongside them so you can also better see who they can become as your work and workplaces changes.

Take Action
Information is power. Make a point of gathering more information about your employees from your employees; they come with greater abilities and skills that you currently know or use. Without this information, you will not be prepared to properly upskill and respond quickly and effectively as work and the workplace change.

And, contact us to learn about our Inventory of Abilities tool and approach that we use in all of our leadership, management and employee education.

Consider reading How to Get The People Thing Right for Your Business

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How to Poach-proof Your Organization’s Talent

Kristin Allaben
December 7, 2020
awareness, Dream Job, employee engagement, employee performance, Morale, Poaching

We are, once again, faced with a war for talent. But this talent war looks a little different now.

Before COVID-19, organizations struggled to get employees to perform at their potential, in an environment that was predictable. In fact, for most of the past 20 years, the Gallup Organization reported in its The State of the American Workplace report that the percentage of engaged employees hovered around only 30% of the workforce.

Here’s what that means: only 30% of employees were engaged in their work. They brought their A-game and were connected to making a difference.

That also means that approximately 70% of the workforce was in some form of disengagement; they did just enough to not get fired, or they did even less.

Now, in a COVID-19 workplace, disengagement is amplified by epic worry and anxiety. Employees now worry about foreclosures or evictions, access to food, having the proper cleaning supplies, having and using the right safety equipment, feeling safe in and out of the workplace, feeling disconnected from their teams and friends, struggling to feel successful working from home and feeling uncertain that their job will still exist. Without some assistance from their managers – to feel heard, supported and helped through these tough times – employees’ disengagement rises. Couple this disengagement with employees working from home (not under the scrutiny of management) and the fact that many organizations are actively looking to expand their talent base, and you may discover that your best employees are considering other opportunities with organizations that do a better job engaging their teams.

Consider what your organization does to encourage your employees to stay, regardless of any enticing offer that may come their way. Is there a protective forcefield around your talent to ensure your great employees say no when they’re approached by others?

Here are 3 commitments organizations must make to keep employees engaged and happily saying ‘no’ to job offers that come their way:

A commitment to job alignment. Employees need to feel capable and competent in their roles to build their energy to deal with some of the other pandemic-inspired challenges. Feeling like you make a difference (because you are effective at your job) is an important element in helping you feel grounded and engaged. No one would feel engaged, passionate or committed to their job if they don’t have the talents, skills or interest needed to do the job well. To ensure job alignment, take the time to clearly define the tasks of each job and the attributes needed to do these tasks well in your workplace (i.e. the talents, skills, education and experience). Once that’s clear, ensure your hiring, development and promotion processes accurately assess candidates’ and existing employees’ required abilities. Consider including prove-it-to-me activities and behavioral-based questions to ensure you are getting the full picture of their abilities before you bring them on board.
A commitment to providing an employee-focused workplace. Getting employees to want to stay is directly related to the quality of the work environment the organization provides. Employees today routinely insist on working for a company that values them as people, encourages their performance and continually develops them. It seems obvious, but employees who have the tools and equipment they need to do their jobs well will be more engaged in their workplace. Note, however, that this doesn’t mean just the physical tools or supplies to get the job done. It could include things like doing purposeful work, having clear performance expectations, participating in skills and career development, receiving regular supportive and corrective feedback and seeing that the organization shares and lives its beliefs and values. Providing these tools and support activates employee performance, ownership and loyalty, making them more poach-proof. An added bonus: it holds even greater weight when employees are working remotely or in some hybrid remote approach.
A commitment to building successful manager / employee relationships. Relationships are the drivers of performance and loyalty. Consider this: workplaces that manage in the outdated method of command-and-control actually push their talent into the arms of poachers. The Gallup Organization stated that the shift from managing to coaching is the single most important talent retention initiative every organization should be focused on. By helping managers learn how to think and act as workplace coaches, managers shift from directing, controlling and telling to guiding, supporting and asking. The result is a more personal and accountability-based relationship where managers make time for employees to help them in their growth, performance and self-belief. This also encourages employees to open up about their worries, anxieties and needs in this pandemic moment. It’s only with this additional communication that managers can wisely decide who and how to be with their employees, and, more specifically, how to help them manage the challenging moments and get back on stable ground. This intentional awareness from managers helps employees show up more focused. Though shifting from managing to coaching is critical, the Gallup Organization shares that only approximately 20% of managers instinctively know how to coach. That means a core engagement strategy will require you to train your managers to think and act as workplace coaches.

By creating dream jobs for your employees (even during COVID-19), you’re creating an environment where they get to be their best, and are honestly and openly cared for, valued, respected, all while having the opportunity to learn and grow from their managers. With an environment like that, they won’t have the need to look elsewhere. After all, great employees want to work in great organizations.

And when your organization hires wisely, builds an employee-focused workplace and helps managers think and act as coaches, you create an exceptional employee experience. This results in your best employees not only refusing the advances of aggressive poachers, but they will become talent magnets, attracting other great talent to your organization, even if they’re working from home.

Consider reading 3 Ways to Help Your Team Start 2021 Strong and Focused

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How Managers and Leaders Can Create [Workplace] Calm After the Storm

Kristin Allaben
December 1, 2020
awareness, employee engagement, employee performance, Managers, Stress Management

There is no doubt that this past election created a storm. Raging tempers, severed relationships and extreme emotions have marked this period both in and out of the workplace. Add to it the tensions around protests for racial equality, a raging coronavirus and the destructive impact of nature’s storms and wildfires and it’s easy to see that anyone – regardless of their level at your organization – is at their breaking point.

What we all desperately need is calm after all this turbulence. Our best thinking leads to our best solutions, but we can only get there when we are calm. Being calm unclouds the mind, which lets us be present enough to wisely understand our situations and identify meaningful responses. Most often, this is done by engaging productively with others. After all, raised tempers encourage reacting not responding.

Creating organizational calm may seem foreign or even out of reach at the moment. But we can’t just wish for calm or less turbulence; we need to create an intentional plan to get ourselves free of the heaviness of this past year, and it starts from the top down. Today’s leaders can be ready to help their organizations successfully learn to access a place of calm once they figure out how to do it for themselves, first. Here are some ideas how:

Be a role model. Your teams watch you and how you respond. As you go, so do they. Use this moment to develop your mindfulness practice, a way to stay calm on the inside regardless of the noise and distractions on the outside. Developing a mindfulness practice includes making time each day to calm your body, quiet your mind and open your heart. This can include taking time to meditate, reflect, journal or just sit quietly. When this becomes part of your day, it inspires a greater sense of inner calm. Without making the intentional effort to develop the internal stamina to show up wisely, compassionately and intentionally, it’s easy to get caught in the emotional reactions of today’s challenging situations. When you do this, you miss the opportunity to engage and inspire others to work toward successful outcomes.
Understand your employees’ stress level. As with any change or period of stress, it is important to be more tuned in to what is going on with your employees. Consider increasing the frequency and type of contact you have with each employee to better understand what is going on with each of them. During these touch points, ask more direct questions about their stress and anxiety levels, and watch and listen for challenging, distracted or destructive behaviors. This type of connection plays a critical role in giving you accurate insight into where your employees are and it will therefore guide you in knowing how to help (or if you need to get them help). This might seem like something else added to your plate, but when you make this an intentional practice, it becomes second nature and helps you become a better manager, too.
Help or get them help. Offer some of your own experiences in your efforts to stay calm to help guide them in a direction that works best for them. It could be taking a greater number of short breaks, writing lines in a gratitude journal, increasing exercise or staying in touch with people they care about. Sharing your approach can give your team ideas to consider and try. After all, the ability to be responsive instead of reactive is their responsibility. Separately, be aware of what mental health support options are available if any of your team needs professional help to handle today’s storms. Ensure that you support their self-care and respect that this moment in history is exceptionally demanding.

Though storms will always be part of our days, this seems to be a particularly complicated moment. For many, this may be what tips them over the edge, amplifying their feelings of anxiety, fear, concern and distress.

Take Action
So ask yourself: what can you do as a leader at your organization to ensure the wellbeing of each of your employees is met? Consider how you can help them help themselves to stay calm in any storm, whether it’s personal or professional.

A little calm goes a long way.

Consider reading 4 Things Managers Can Do to Help their WFH Employees Celebrate the Holidays

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3 Ways to Help Your Team Start 2021 Strong and Focused

Kristin Allaben
November 28, 2020
awareness, employee engagement, Employee Experience, employee performance, holidays at work, Management, New Year, relationships

A new year is associated with so many good things. It’s a chance to start fresh. It’s a chance to try something new. It’s a chance to identify what could be better and create a plan to make it happen. And that’s what so many of us will be doing as we approach the countdown on December 31, ready to ring in 2021 with welcome arms.

After all, 2020 was certainly filled with some unique challenges. A variety of natural disasters, weather, a hostile election year and, to top it all off, COVID-19, which was not only a challenge in itself, but the ramifications it created sent many companies reeling.

So how can you inspire the fresh start feeling of a new year with your employees when 2021 will still reek of the challenges from 2020?

It’s actually pretty easy: relationships.

Relationships are the driver of employee engagement as employees want and need connection, support and guidance from their managers and their peers. If you could only focus on one thing in 2021, make it relationships.

So, as a new year welcomes you and your team to the workplace – in whatever way work is done – here are three relationship-focused things you can do to help your employees (and you) start your year off strong, focused and engaged.

1. Reconnect personally with your team. Make it a point to really get to know your employees. To effectively manage and coach your employees, it is important to know their strengths, interests and values. It is important to know what engages and disengages them about their jobs and the organization. It is critical to know how they best communicate and learn, and what are their most and least favorite aspects of their jobs.

Another element is to get to know them outside of work – what are their hobbies? How is their family? Is there anything they’re worried about? Are they struggling with anything? Is there anything you can do to help? Though some employees may prefer not to share too much personal information, the fact that you asked goes a long way, especially now when so many people may be grappling with challenges of COVID-19, like foreclosures, concern for high-risk family members or access to enough food, to name a few. Gather important information about each of your employees to understand them better and to know how to best connect with them and coach them. Employees want time with their managers – use this increased time to get to know them and to develop a plan to connect with them more effectively going forward.

Remember: people quit people before they quite companies.

2. Include your team in creating shared goals. Goals are important. They provide direction, clarity and focus. And by including employees in the creation of goals, or more specifically team goals, they feel more included, valued and part of the organization. They know you are interested in what they think. A workplace culture that asks employees for input not only benefits from greater employee loyalty, but also from expanded ideas that come from empowering and expecting employees to actively think throughout their days. An added bonus: those employees share their working experience with others, attracting other top talent and top performers to join your team (a huge benefit since networking will look drastically different as we all navigate the continued effects of COVID-19 on how we do business).

3. Commit to sharing more performance information. You want your employees to be more focused and engaged, but few feel that way when they work in the dark. They can’t connect their work to its impact or value with information about why they’re doing what they’re doing isn’t made clear. By improving your relationship with your employees, you create the space to have more candid and honest conversations about performance. Now, feedback is welcomed as it is delivered from a place of care, support and guidance, instead of reprimand. Invoive employees in creating their own performance expectations that help them amplify their strengths and connect with areas that interest and excite them. Again, these are things you don’t know if you have not first taken the time or made the effort to better understand each employee. An added bonus: employees take ownership of things that benefit them and the organization. They learn and grow and the organization improves.

A recap:

Reconnect personally with your team: What is one thing you can do to connect more personally with each member of your team?
Include your team in creating shared goals for 2021: How will you involve your team in the creation of shared goals?
Commit to sharing more performance information: What information will you share in 2021 and how will you share it?

Take Action
As the New Year approaches, commit to enhancing the relationships with your employees. It really all comes down to communication – both listening and talking. Ask questions, be supportive, engage them in organizational goals and share performance feedback more regularly. Observe, ask, listen and guide. That is what employees want from you. And, in return, they work hard, bring their best performance and stay loyal to the organization.

Start the new year off strong. Make relationships your priority.

By Jay Fo r te

Consider reading How To Keep Your Team Energized When Some Now Work Remotely

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Do You Have What it Takes to Be Successful Working From Home?

Kristin Allaben
March 15, 2020
employee morale, employee performance, Remote Employee, self-awareness, Work from home

As the workplace continues to compete for the best talent, organizations need to consider how they think about where their employees do their work. Though there’s an increasing number of employees who want and need to work at home, organizations must define when it makes sense for both the organization and the employee. Sometimes, employees lack the skills and discipline to be effective in a remote environment. Sometimes, the organization’s business approach or use of highly sensitive information may not lend itself to be outside the building’s four walls. And sometimes, it comes down to this: getting the work done correctly and on time.

As someone who has had a home office for the past dozen years, I have learned some things that work well and other things that should be avoided to ensure effectiveness when working remotely.

If you’re thinking about working from home and need to first get permission, ask yourself two questions:

1. Does working at home make sense for the work I do, the culture of the company and my impact in my job? Just because you want to work from home doesn’t mean it makes sense for the job you have or the way work is done in your organization. Making it all about you is a great way to have your boss say no.

However, if you can assess how working remotely aligns to the work you do, and you can show how it could improve your output while still fitting within the organization’s beliefs and work approach, it’s worth asking about. Showing that you have thought about working remotely from the organization’s perspective is the way to lead in this discussion.

2. Do I have what it takes to be successful in a limited supervision and remote environment? Before you say yes (because you really want to work remotely), be realistic. Are you organized? Can you create a space at home where you can be focused, thoughtful and able to deliver what your role or job expects or requires from you? Can you create a workday in your personal space that does not have you distracted by friends, neighbors, family, pets or other things so that you can be successful with your expectations? Do you need interaction and contact with your peers on an ad hoc or frequent basis to brainstorm, solve or deal with workplace issues? Do you need resources that are best supplied in a centralized workplace environment? What is your real motivation for working remotely? Answer these questions honestly to give you a full reality-check image of what working from home could really be like for you.

Spend some time with these questions and be sure that your reasons for remote work accommodate both your company and the way for you to deliver your best work.

Now, consider the other side of the story: you already work remotely, but you need to improve your output.

Consider the following things to improve your effectiveness:

Assess whether you have the talents and skills to do the job well. Most remote employees with poor performance are employees who are hired into roles that don’t align to their abilities. If you need specific talents to be effective in the role and do not have them, you will likely struggle to perform. If you are missing some skills that would improve your performance, reach out to your manager and have a plan to develop the skills. If you are misaligned in your job, either you can’t do the work well, or are just not that interested in doing it well. The outcome is the same – average performance. Focus on alignment; does your remote job fit you? If not, start to locate opportunities in the organization that better align to your core talents and strengths.
Look at your remote workspace and make it a successful workspace. Consider your remote space your “office.” What do you need to have in it to facilitate your effectiveness? What gets in your way that you need to modify or eliminate? It is up to you to create a space conducive to your performance success.
Assess your personal organization and self-discipline. If you are not organized, get some guidance in activity management or spatial organization. If you are not self-disciplined, develop a reward schedule that defines your performance expectations and the reward you give yourself the more you comply with your expectations. For example, you may create an expectation that when your office door is closed, you are in work mode. Your focus is on your work and not on other things. When the door is open, you are available to the house, snacking and other things. The door becomes your tool to improve your self-discipline. Or, consider engaging a coach or mentor to help develop your personal organization skills and self-discipline habits. Get them to the level they need to be to ensure your success.

The goal is for you to be as effective, efficient and extraordinary working remotely as if you were working locally. That means you have to be in a job that aligns to your abilities and skills, and that you have the organization, focus and self-discipline to work by yourself. Remote work is not for everyone. Assess whether it works for your organization and works for you.

Consider reading Don’t Panic (until it’s time to panic)

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How to Help Your People Improve

Kristin Allaben
November 18, 2019
Business Coaching, Employee Education, employee performance, Training

There is a lot on your plate. What happens on a daily basis at home, combined with the ever-evolving experience at work, can be a lot to manage. Take a look at work, specifically. The general description “work” has become more complicated and complex; few days at work are the same as the day before.

So, how can you keep your employees engaged and performing at a high level? Through skill development. Having the best skills enables an employee to be more engaged, more efficient and more effective. In my experience, the best way to build education and learning into an already busy workday is through active learning.

Consider these three ways to bring active learning into each of your employees’ days.

Create learning expectations. Add learning a skill, habit or other performance improvement idea to each employee’s weekly to-do list. Have a weekly check in on things done and things learned. This does two critical things. First, it creates valuable manager-employee relationship time and second, it draws attention to the urgency, need and importance of continual learning. This makes learning a cultural value.
Create teachable moments. In every moment, there is always something to learn. Think and act as a coach who uses interactions to ask key questions to help others think, consider, reflect and respond. Consider questions like, “What is another way to handle this?” Or, “What did this situation tell you about your abilities, about our culture, about our customers, about working effectively with others, etc?” Or, “What could you do to make this better?” Stopping for a moment to draw attention to or focus on a situation can help everyone learn from the moment.
Connect your people with internal mentors. Mentoring is the process of accelerating learning where a person with greater skills shares what they know with those who have lesser skills. Identify the skills the workplace needs and those on the team with these skills. Create the opportunity for a mentor to share what they know and feel is valuable and important. When done well and with intention, it leads to a wiser, more able and more connected team.

According to the Gallup Organization, today’s employees want to grow, learn and develop because they are aware that those with the best skills have the best opportunities. This benefits the organization because employees with great skills are more engaged which helps them be more efficient and effective. A true win for both employee and organization.

Take Action
Develop a cohesive active learning plan for each of your employees by defining their success and challenging skill areas. Be clear of the existing skills each employee can further develop, as well as the skills they each need help developing. Use this information to identify your skill mentors to make learning and performance improvement the responsibility of everyone in the organization. Not only does the organization become wiser, but employees build stronger performance relationships with each other.

Consider reading 3 Ways to Get Your Employees to Want to Do More

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High Disengagement Rates = Challenge and Opportunity

Kristin Allaben
February 12, 2018
employee feedback, employee morale, employee performance, engagement, talent scout

The Gallup Organization’s 2017 The State of the American Workplace reported that nearly 70% of employees are disengaged at work.

What does that mean? Let’s break it down.

Disengagement, as defined by the Gallup Organization, means “employees who are checked-out and put neither energy or drive in their work. They get through the day by doing what they need to stay employed.”

Think about your team. Know anyone who fits this bill?

Though the thought of 70% of the workforce being disengaged is alarming – combined with the additional statistic from Gallup that nearly 51% of employees are searching for new jobs or watching for new opportunities – there is a silver lining: if most of the workplace is disengaged and is looking for a new opportunity, then most of the people you meet are open to change.

Knowing that so many people are disengaged in their work and are ready for a better fit opportunity, what is your current process to build a robust talent pipeline?

Though you do have opportunity to hire new talent, you must first understand and address your own disengagement issues. Unless these are addressed, you may lose some of your good talent to other organizations, or create a high turnover rate among new employees.

So where do you start? Some ways you can address disengagement issues include:

Aligning employees to roles where their talents and strengths are needed. This helps them feel competent and capable in their work. How does your hiring process focus on role alignment and job fit?
Creating an employee-focused workplace culture that values, develops and supports employees. How intentional and successful is your employee experience?
Providing employees with the opportunity to learn and grow, enabling development in their strengths area(s) and encouraging them to own their performance / have accountability for the direction of their career rather than becoming complacent. What is the quality of your feedback and focus on development?
Training managers to act like coaches. In this redefined role, managers work to build relationships with employees, set and manage performance expectations, host performance conversations and work to develop employees’ skills. What is your commitment to shift from managing to workplace coaching?

It’s not too late to create a New Year’s resolution for your company. Empower your people to watch for and connect with talented people who may be disengaged or disconnected from their work or employers. Train your employees to be talent scouts. And be aware of your engagement and disengagement statistics. Make a concerted effort to understand why they are what they are. Be committed to cleaning up your house before you bring new people in.

Most of your world is looking for a better opportunity. Could that be at your organization?

Consider reading Succeeding at Difficult Conversations

Return to the Blog

A version of this article originally appeared on LinkedIn in May 2017.

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Asking Empowering Questions: Engaging Employees

Kristin Allaben
February 7, 2018
activate thinking, coaching, employee performance, empowering questions, engaging performance

Questions can be a powerful managerial tool. They can activate thinking, encourage ideas, inspire creativity and activate ownership. The challenge, however, is that most managers tell more than they ask. To gain the value and successes associated with the power of questions, it is important for managers to act more like workplace coaches.

Today’s employees respond to a manager who takes the time to build a relationship with them – to know them, care about them as a person, and guide and support them in their performance, purposeful work, clear career alignment and growth. They want increased performance feedback to advance their skills and development. A key way to develop this, and to shift from managing to coaching, is to develop proficiency in asking a very specific type of question: empowering questions.

Empowering questions are thought-provoking, open-ended and action-focused questions that activate your employees’ thinking, ideas, engagement and self-awareness. I’ve heard it described as helping your employees “take their brain out for a spin.” By delivering wisely crafted questions, you help your employees see things differently and consider new possibilities.

Asking empowering questions takes practice because it is at odds with the outdated management style of telling. Though the best empowering questions are created in the moment, here are examples of empowering questions to start your training.

Why do you think that is happening?
What are two ways to look at this?
What have you seen that works in a situation like this?
What is your plan B?
What lesson did you learn from that?
What could you do to see it differently?
How does that event force you to rethink your approach?
What other ways (2 other ways, 3 other ways) could you respond in that situation?
If you could do things again, what would you do differently?
What is the first thing you could do to move past this challenge/problem/block?
What is the worst/best thing that could happen?
What would it take for you to own your commitments?

Imagine the circumstances you could use these questions with your employees. What other questions could you ask? How could having employees answer questions like these change your relationship and the performance dynamic?

Asking instead of telling is key to helping an employee activate their thinking, own their thoughts and become more engaged in their performance.

Consider reading How to Deliver Employee Feedback that Gets Heard

Return to the Blog

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Stop Managing and Start Coaching to Engage Employees and Activate Performance

Kristin Allaben
September 25, 2017
coaching, employee performance, engagement, workplace