I have recently come across a great paper about human energy, it is referenced at the end of this piece. It set me thinking about what it was saying in relation to Appreciative Inquiry. These are my thoughts.
A key challenge for leaders and managers is developing the capacity of their staff or team. Taking a coaching approach allows you to focus on drawing out motivation rather than trying to push it in! It allows you to create energy and motivation and it is usually experienced as an empowering process by your coachee. It helps people develop their intiaitive and sense of ownership of their work and tasks, and, in general, converts potential into capacity.
Here are seven tips to help make your coaching conversations highly productive.
What is positive devience and why is it a good thing?
Positive Deviance is an exciting methodology emerging from an understanding of organisations as complex adaptive systems. It helps organisations learn from those who manage to achieve better than normal outcomes from within the same resource constraints as their colleagues.
What is a positive culture?
Cameron’s research has revealed three key distinguishing features that define a positive organisational culture. Essentially these are: an interest in learning from success to exceed standard performance; the cultivation of graceful behaviours such as helpfulness, patience, humility, forgiveness; and a bias towards spotting and affirming the good in people and situations.
Too often appraisals are seen as a human resources owned and driven technical process. Understanding performance management as a social process helps us to realise that the important and key components are the quality of the relationship and the communication. From this perspective the paperwork trail becomes a supporting mechanism rather than the driving mechanism.