TITLE

Coachability

AUTHOR(S)
Guttman, Howard M.
PUB. DATE
June 2007
SOURCE
Leadership Excellence;Jun2007, Vol. 24 Issue 6, p14
SOURCE TYPE
Periodical
DOC. TYPE
Article
ABSTRACT
The author focuses on determining an employee's coachability. He presents eight questions that may indicate one's coachability. He also stresses that an executive's coachability or the willingness to enter one's discomfort zone in able to change is a success indicator. He explains that coachable members are focused on the future and listen to the rationale for change and that team leaders need coaching as well for them to achieve high performance.
ACCESSION #
25441757

 

Related Articles

  • Rebooting the Performance Management Conversation. Nagpal, Gyan // People & Strategy;2013, Vol. 36 Issue 2, p12 

    The article offers two factors in reinventing the performance management (PM) system of a company. It is stated that managers should avoid a one-way appraisal of an employee, choosing to give feedback only when they also ask about their performance as leaders. The author shares that a culture of...

  • Real Alignment. Guttman, Howard M. // Executive Excellence;Dec2004, Vol. 21 Issue 12, p20 

    Shares tips for aligning an organization to achieve high performance. Determination of what goals to accomplish; Presentation of a case for a performance-improvement initiative; Use of assessment sessions on a regular basis to maintain the momentum.

  • Business Performance Management: What is Working and What is Not? Goldman, Larry // DM Review;Dec2003, Vol. 13 Issue 12, p16 

    Describes the different maturity levels pertaining to business performance management (BPM), a customer intelligence road map. Benefits of BPM for executives; Comparison between BPM and online analytical processing application; Process of leveraging BPM applications.

  • The State of the Art in Performance Management. Collins, Christopher; Bell, Bradford // People & Strategy;2013, Vol. 36 Issue 2, p50 

    The article discusses the problems and considerations in improving performance management (PM) systems. Human resource (HR) leaders notably have three obstacles in PM which includes the vast PM tools in HR activities and the size of a company. The areas wherein the obstacles can be effectively...

  • The Leadership Disconnect.  // National Petroleum News;Jul/Aug2011, Vol. 103 Issue 5, p13 

    The article focuses on the importance of organizational design (OD) category, which helps organizations ensure that their processes, job positions, and policies and procedures. It cites several leadership studies which found that integrity is the value employees care most about their leaders. It...

  • Is being 'talent' a burden or bonus? Covell, Sam // Supply Management;12/3/2009, Vol. 14 Issue 24, p18 

    The article offers the author's insights on whether being regarded as a talent is a benefit or burden in business. According to the author, being regarded with a talent may mean that one's hard work and sacrifices are paid for however, one can be pressured of maintaining such status. She also...

  • Performance Management -- A Bad Process or a Broken Promise. Becom, Angelita; Insler, David // People & Strategy;2013, Vol. 36 Issue 2, p42 

    The article examines three principles in effective performance management (EPM). In providing leadership for EPM, leaders should act as role models for performance, set goals for the company and establish performance norms. In designing a PM system, managers should include definitions of...

  • shared leadership. Graham, Voss W. // Supervision;Sep2007, Vol. 68 Issue 9, p3 

    The article discusses the fundamental elements for shared leadership to be effective in the business environment. The impact of great leadership in the business world is cited. It is necessary to have great leaders that will be very helpful in raising performance standards of a team. The long...

  • MANAGEMENT OF EMPLOYEE PERFORMANCE IN INDUSTRIAL ENTERPRISES. Ballarin, Marek; Spakovska, Katerina; Chlopecky, Jakub; Hrabovsky, Lukas; Vanek, Michal // Proceedings of the International Multidisciplinary Scientific Ge;2016, Vol. 3, p923 

    The main objective of the entrepreneur is generating profit. It requires superiority of the total revenue over total cost of the enterprise. Among others, the enterprise profits can be maximized by employing adequate management of employee performance. We have to understand that employees are...

Share

Read the Article

Courtesy of THE LIBRARY OF VIRGINIA

Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics