Encourage insightful disclosure with positive language
Every interaction you have with members of your IT team is an opportunity to help them grow as both employees and as future leaders. But how often do you take advantage of this to coach them during your day-to-day interactions in the workplace? Are you setting aside time to mentor your employees and help them set goals that will advance their careers and benefit your department? Making the time is worth it, as your legacy within your organization will be determined by the quality of the leaders you leave behind. The book, Becoming an Exceptional Executive Coach: Use Your Knowledge, Experience, and Intuition to Help Leaders Excel (Amacom/Available now), explores this topic in-depth, providing insight and outlining best practices to help CIOs and other senior executives forge human partnerships with team members ready to take on leadership roles. While the book places much focus on formal sessions between a coach and a key company contributor, many of its "takeaway steps" can easily apply to routine interactions between department heads and employees. Authors Michael H. Frisch, Robert J. Lee, Karen L. Metzger, Jeremy Robinson and Judy Rosemarin are all executive coaches/trainers who have collaborated on creating the "iCoachNewYork" professional coaching certificate program for the Zicklin School of Business, Baruch College, City Universtiy of New York. For more about the book, click here. Here are selected highlights:
"That's a very intriguing point. Tell me more ..." or "Sounds like you've been putting a lot of thought into this idea. Let's discuss it further ..."
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