Careful What you Measure...You Just Might Get It

Did you read the article in the New York Times about the jailor who made a fortune by letting his prisoners go hungry? Apparently in Alabama, there was a law allowing sheriffs to pocket any money left over after they've paid for prisoners' meals. Over a few years, he'd pocketed almost a quarter million dollars.

Of course he gave them corn dogs, peanut butter and scraps. That's what he was incented to do.

It seems obvious, but there's a good lesson here for business. You get what you reward.

In our performance management practice we often see leaders incenting one desired behavior (like cutting costs or growing revenue), while inadvertantly encouraging a bad behavior at the same time.

Here's an example. A salesperson's performance goals are tied soley to revenue growth. Of course that's the key measure...but be careful what you wish for. Do you just want sales growth -- at any cost? What if the salesperson cuts "bad deals" to make monthly goals?

Lesson Learned:

Metrics and incentives are a form of communication. They tell people in your organization what is valued. You get what you incent, so choose carefully to avoid unintended results.

© 2009. Phyllis Roteman of The Loyalty Group, Inc. Sherman Oaks, CA.

TRUST Me...Not

As soon as someone says "trust me", I don't.

Maybe I'm cynical. But isn't the Bernard Madoff case just one more example of how a "guru" or expert pulls the wool over intelligent, well educated people's eyes with little more than a promise of guaranteed results and entry into an exclusive club of people who "get it"?

Have you, like I, seen this in business? Someone with a thick PowerPoint deck, mounds of data and models that no one understands, complex explanations of simple things or a beefy resume casts a spell on those around him or her. Those who challenge the experts' promises and think they sound fishy are either denied access to the club - or accused of not understanding. I read that some Madoff supporters, when challenged about his too-good-to-be-true returns, said about Madoff, "he's just smarter than you and me" (or something to that effect).

This is a good cautionary reminder to all of us in business - and particularly those who hire experts or buy training solutions. When an "expert" offers you a training program that promises "500% returns", a quick fix to your team's motivational problems, or a performance management software solution that will fix your workforce issues - run away. If it sounds too good to be true, it probably is. Trust but verify...

Anyone willing to admit being swept off of their feet by a guru or expert who promised results, but couldn't deliver? Please share. It's happened to the best of us.

Copyright 2008. Phyllis Roteman. The Loyalty Group. Sherman Oaks, CA.

I Don't WANNA Be Coached! (What to do when employees don't want coaching.)

You know who they are. They’re the employees who squirm when you mention having a coaching discussion with them. They’re always “busy” when you want to talk about their development or give them some feedback. And when you do get a coaching meeting scheduled, they placate you by nodding their heads compliantly – or sit silently – anything to get the meeting over with.

They're reluctant coachees.

I asked some of my colleagues who are professional executive coaches what they do with someone who doesn't seem to want coaching. Not surprisingly, they all said that they don't coach unwilling participants. You can't coach someone who doesn't want to be helped.

I agree with that. But if you're a manager or in an internal (corporate) coaching role, it may not be that easy. You can't simply "turn down" coaching gigs when coaching is part of your job. So what do you do, as a manager or internal coach, when faced with people who resist your help?

It's not like you don't have any options. You can always avoid them, focusing your attention on those employees who really want your help. Or you can just fire them.

Before writing these people off as just "difficult", however, try to diagnose why they resist your help. Once you understand what's behind the resistance, you'll be better equipped to address it. If nothing else, you may find that you're just dealing with a difficult, stubborn person who refuses help and needs to seek other employment. At least you'll know.

Here are five common reasons that people resist coaching.

1. The Veteran Aura

This works two ways. Seasoned employees may be afraid to let it be known that they need coaching. After all, they've been around. Other employees probably ask them for advice. They view coaching as something that's for newbies, not them.

Managers often fuel this perception by leaving veterans alone. "They don't need my help," they think. Or they wonder, "What value can I add? The veteran's been here longer than me!"

The downside to this cycle is two-fold. One, veterans without coaching may plateau and never reach their full potential. We all get stale and form bad habits over the years. By leaving veterans alone, you're not doing them a favor. In fact, you're depriving them of the opportunity to learn and be challenged - and holding your company back from reaching its growth potential.

The other downside is that veterans who aren't coached may feel ignored, which can lead to poor morale or even turnover. An ignored employee is ripe pickings for a recruiter working for the competition. Most veterans won't say that they feel ignored or isolated, because they don't want to sound needy. But everyone likes to be recognized. Providing good coaching shows that you care and are interested in what the veteran is doing.

2. Been Burned in the Past

When you hire people or inherit a team, everyone brings their old baggage. If people on your team had poor managers in the past (who led through intimidation or used coaching as an excuse to criticize), don't expect them to welcome your coaching with open arms. They've got trust issues - and being coached requires a lot of trust.

It's a lot like personal relationships. Once bitten, twice shy. If you marry and divorce an overbearing spouse who is a control-freak, you're likely to be turned off by future dating prospects with strong personalities. It's a natural human response to being burned.

You can find out if "been burned in the past" is an issue by simply talking to your team members. Ask, "Tell me a little about how your last manager coached you and gave feedback," "What did or didn't you like about how that coaching relationship went?" Or, "I want this coaching relationship to be effective. How do you like to be coached?" This type of dialogue can clear the air about any bad past experiences with coaching, and give you a fresh start by establishing new expectations for your coaching relationship.

3. They Don't Know How to Participate

It may sound odd, but some people just don't know how to receive coaching. These may be the people that sit silently during coaching discussions, nodding their heads occasionally (like bobbleheads) and contributing little. It may be that they don't know what they're supposed to do in a coaching discussion. Or they may think that coaching means that you tell them what to do.

If you expect your team members to participate in their coaching discussions, you should set that expectation. Don't assume that your "picture" of coaching is the same as the employee's picture. You can set clear expectations by:
Letting them know, before the discussion, why you want to talk and the agenda for the coaching conversation.

• Explaining clearly what you expect of them during the discussion. ("I expect that this will be a two-way dialogue where we can tackle this problem together.")
• Being clear about how to prepare for the coaching meeting. ("I'd like to to bring your financial analysis and projections for the next three months, and any supporting data you'd like me to see, so we can go through it together.")
• Asking them what they'd like to get from the coaching discussion

4. Personal Issues (Out of your control.)

Sometimes, people just don't want to be helped and you can't do anything about it. This should be your last conclusion, after you've explored tested other theories and tried various approaches. And as my executive coaching friends point out, you can't coach someone who just doesn't want it.

5. Look in the Mirror (It may be you!)

It isn't easy to think about, but sometimes the problem is us (I include myself in this, even though I think I'm a pretty good coach). Coaching isn't easy. It takes a consultative mindset, patience, emotional intelligence - and a whole lot of skill and practice. You may need a coaching tune-up or some pointers, like the ones offered in TLG's thinktwice Coaching Cards. Remember, you're a role model for the people you coach. When you start with yourself - and show that you're able to work on your coaching skills - you're sending the message that "everyone needs coaching...even the coach!"

Copyright 2008. Phyllis Roteman. The Loyalty Group. Sherman Oaks, CA.

Are you an EXTREME Talker?

Want to lose credibilty really fast? Talk in extremes.

Here's an example. I was just reading a white paper on performance management. I was engaged and thinking "this is really good stuff." Then I came across this sentence:

"Training never provides managers with the practical tools they need to set clear objectives with their teams."

What's wrong with the word "never"?

Subconsciously, the word just begs to be refuted. As soon as I see or hear an "extreme" word like never (or always, or nobody), I immediately try to think of a contradiction. (Perhaps this is my contrarian nature...am I the only one who thinks this way?)

There are very few things in life that are absolute, so words like "never", "always" or "nobody" should be used cautiously and sparingly. When you do use them, be aware that other people may, like me, question your credibility and become distracted.

Here are some scenarios that demonstrate credibility-damaging extreme talking, and alternative statements that give speakers more credibility.

Scenario 1:

Salesperson says: "We've never had an unhappy customer."
Customer thinks: "Oh really...I don't believe you. NEVER?"

Alternative:

Salesperson says: "Our customer surveys show that they're are happy with our work. We score a 9.5 out of a possible 10 average."

Scenario 2:

Manager says: "Remember that the customer is always right."
New customer service rep thinks: "Gimme a break!"

Alternative:

Manager says: "Even if we disagree with customers, we must still be
respectful and try to make them happy."

Scenario 3: (During a product development meeting)

Team member: "Nobody will ever use that technology!"
Rest of team: "We can think of lots of people who WOULD!"

Alternative:

Team member: "I'm sure there will be some customers who would adopt this technology. My concern is that there won't be enough volume, and the price point won't be high enough, to justify our investment."

© 2006 The Loyalty Group. All Rights Reserved.

Is "Social Networking" Impacting Performance Management at Your Company? (Maybe It Should Be...)

Social networking (Facebook, MySpace, Twitter) is impacting your workplace, whether you realize it or not.

According to a GenY article in Workforce, Gen Y'rs (born between 1979 and 1994) will number 80 million - versus about 77 million Baby Boomers and 44 million Gen X'rs. In other words, as more Boomers retire, our corporations' cubicles and meeting rooms will be filled with young, tech-savvy workers, many of whom had MP3 players when they were six and had their own websites when they were seven. Social networking sites have become the new roller rinks of today (OK, I'm dating myself...but in my day, we "kids" went to the roller skating rink to meet, hang out and share gossip).

Mike Gotta tackled the issue of social networking's impact on organizations on his Collaborative Thinking blog this Tuesday. It's a well-laid-out discussion of the issues and challenges posed by social networking on organizations.

I agree with Gotta's assertion that "socially oriented systems will significantly reshape organizations over the next several years." And it is already reshaping how people are managed, trained and coached in business, whether we realize it or not.

On the one hand, business is squeezed by growing legal and compliance pressure. For example, in our consulting practice (www.theloyaltygroup.com) we teach performance management and coaching skills, and it's always been a struggle to get managers to record notes on employees' performance. It's harder than ever now, because managers (HR and Legal departments too) often are afraid to put anything in writing...as it may come back to haunt them later in a legal investigation. As a result, important notes from coaching and performance discussions don't get noted, which means the value of feedback to employees is diluted (for lack of written details).

At the same time, the new generation entering our workforce is accustomed to social networking sites and reality TV, where it's completely OK to bare your soul, disclose frank (and sometimes hurtful) opinions, and share intimate thoughts in writing.

Smart companies will need to help employees and managers balance the need for security, professionalism and privacy - with today's technology and social networking culture. To strike the appropriate balance, companies should focus on:

• Training both employees and their managers on how to talk directly to people (actually hold face to face conversations) rather than put every detail in writing.
• Creating a strategy for how to incorporate social networking, blogging, instant messaging and other emerging technology into their business practices - from managing human resource issues, to managing projects across departments, to communicating with customers.
• Communicating clear guidelines about the difference between appropriate "business writing" in the organization and inappropriate "personal writing" that should be kept outside the work environment.
• Teaching managers and employees how to select the appropriate method (face-to-face, phone, instant message, email, blogging) of communication in day-to-day performance management (coaching, giving feedback, sharing information or conducting reviews).

Companies that don't pay attention to these issues will struggle with miscommunications and unhappy employees that aren't getting the feedback and coaching they need - not to mention legal challenges.

© 2006 The Loyalty Group. All Rights Reserved.

Performance Reviews: Is Nobody "Average" Anymore?

An article in the Cleveland Plain-Dealer aptly titled, "A's and B's for Everyone", just goes to show how important it is to clearly define performance expectations, measurement methods and rating scales in performance management systems. It also shows what goes awry when you don't get clear.

The article quotes surveys in which Americans rate themselves on a variety of areas. Here's a sampling of results:

- 83% percent of Americans believe they are above-average workers.

- 74% percent of American adults believe they have above-average common sense.

- 58% percent of Americans believe they have above-average IQs.

- 94% percent of university professors say they are better at their job than their average colleague.

- 60% percent of men age 20 to 39 believe they are better than average in bed. (I threw this one in just for fun.)

Either lots of people are fooling themselves, or mostly above-average people respond to these surveys.

This just goes to show you how a simple word like "average" can be perceived differently by so many people. Of course, some things are easy to prove or disprove. For example, it's not hard to find out that an "average" American IQ is between 90 and 110, so you could say you're above average if you're over 110.

What about some of the other "average" measures? In work and life, these are harder to measure objectively. Take the term "above average common sense." What does that look like - and who decides what "average common sense looks like?" Obviously 74% of us can't be above average in common sense, but who among us thinks we're better than we are?

Take this as a lesson, managers and employees. When you're discussing performance expectations at the start of your performance management cycle, remember that:

- Vague words like "average" and "better" need to be defined. How are you going to measure "average"? Better than what? And who decides what "better" looks like?

- People often think they're better than they are. Both managers and employees should be accountable for providing specific data and behavioral examples to support ratings. It's not enough to say, "I think you're below average in X area." Support your rating by saying, "Here are some examples of why I'm rating you below (or above) average."

- Make it OK to be average. Angela Hayes (played by Mena Suvani) in American Beauty, says "I don't think there's anything worse than being ordinary." Unfortunately, lots of people feel this way - and corporate cultures often encourage this thinking. Not everyone can be above average or the best. And certainly not at everything. So make it OK for people to be average in some areas. How can an organization have candid discussions about leveraging strengths and professional development, if individuals feel pressured to inflate assessments of themselves?

TLG's Performance in Action solutions teach managers and employees how to clarify performance expectations and reach a "meeting of the minds" about what success looks like in jobs. Click here for more...


© 2006 The Loyalty Group. All Rights Reserved.

Don't be Sorry. Be Accountable Before You Act.

Accountability is a hot topic today. When we deliver performance management and coaching workshops, the discussion always gravitates to the topic of accountability. In an era of Enron, Anderson and Sarbane-Oxley, clients are looking for ways to make people more accountable for their words and actions.

We often think that accountability means "owning up to your mistakes" and saying you're sorry. But that definition is back-ended. It implies that you've done something wrong and that, on the back end, you make amends.

Think Gavin Newsom (San Fran Mayor).
Think Mel Gibson and Michael Richards.
Think Mark Foley.
Think Patrick Kennedy.
I could go on.

All messed up, then apologized and entered rehab or therapy. I know it takes courage to apologize and admit mistakes. And it truly takes courage to seek help for a real problem. This is an important part of accountability.

The most important part of accountability, however, is the front-end. What about being accountable before the fact? How about thinking about consequences before acting? I'm afraid that part of the accountability message is being lost.

What does this have to do with corporate learning or training? Think about how difficult it is to get people in organizations to be accountable. And when we do talk about being accountable, we tend to talk about the back-end, taking responsiblity for outcomes and admitting mistakes. That's important. But let's not forget to make the front-end just as important. Be accountable for your actions before committing them. Think a little before doing.

As leaders and facilitators, we should broaden the discussion of accountablity and remember than an apology on the back end doesn't always erase past behaviors.

How to Survive Long Sales Cycles (The Four "Ps")

Like investing, selling is not a profession for the faint of heart. Both professions require a strong stomach and the ability to endure the ups and downs of long business cycles.

If you're an organization that deals with long selling cycles (typically selling big-ticket items or working with “major accounts”), you need a plan to thrive in both good times and bad.

I tell clients that there are four “Ps” for surviving long sales cycles and business fluctuations. They are: Planning, Pacing and Patience and Protection.

Planning
Many sales managers and sales people think short term. “What is coming in this week?” “What can I do to close this deal now?” However, the sales cycle for a large-ticket sale or corporate account can take months. In fact, I’ve worked on prospects that have taken years to develop. (I recall that it took me three years to get in the door of a major cruise line. They later turned out to be our biggest client.) To deal with a long sales or prospecting cycle, salespeople must take a longer-term view and anticipate the steps required to close a big sale. Ask customers planning questions directly, such as “Tell me about your decision-making process.” “What steps are involved in this decision?” “How urgent is this?” and “What are your timeframes?” Customers appreciate your asking (they don’t want you hounding them every other day if their sales cycle is long), and it helps you plan and schedule your follow-up.

Pacing
Working a long-term sale is like dancing with a partner. You and your partner (customer) must be in step at all times. It can be really tempting, when a salesperson has a number to achieve or when a sales division isn't making budget, to move faster than your customer. Out of desperation, you push your customer faster than they’re ready to move. The result is that you look desperate and pushy – and you likely lose the sale. I suggest living by your Outlook calendar. I schedule every customer contact during a sales process, months in advance. If a prospective customer says, “We’ll be ready to talk on August 15th” and it’s only March, I’ll put a reminder on my calendar for August 15th. On that day, I call back the prospect and remind them that they asked me to call that day…and even recap our previous call. I’ve found that customers are very impressed – they feel confident that if they give you their business, you’ll be diligent in your follow-up and deliver as promised. (You’d be surprised how many salespeople don’t follow-up during a long sales cycle. If you’re the person who doesn’t give up and is reliable, you’ll stand out.)

Patience
This goes hand-in-hand with Pacing. I’ve found that the best salespeople have immense patience. This is a personal trait that really can’t be taught. If you’re an impatient person, you shouldn’t be selling to customers with long sales cycles. You’re probably better suited for quick, short-term sales (such as selling stereo systems to consumers or selling office supplies) which give you immediate gratification.

Protection
Salespeople by nature are optimists. They don’t like to think about the possibility that a sale won’t close right away. So often they put all of their eggs into one basket – that “big sale” that’s going to make the year a success. This “waiting game” can wreak havoc on a salesperson's paycheck. And if enough salespeople are overly optimistic in their projections, the entire sales organization's budget projections are thrown off.

Often, salespeople are derailed when sales don't close as quickly as anticipated. In our consulting business, we call this the “hurry up and wait” syndrome. Customers initially want your proposal “yesterday” – they can’t wait to get started on a project. The need is “urgent.” Yet once the proposal is submitted to the customer, it loses priority or gets stuck in their internal decision-making process. The “urgent” need suddenly loses urgency. If you’re a salesperson and were banking on getting those dollars in the next month or two, you’d better be prepared. As a salesperson, always ask yourself, “What if this sale doesn’t close in the expected time frames?” “What if this big sale falls apart?” Make sure that you always have other sales activity happening as you’re following up on the big potential sale. This is your insurance policy for your business. If the long-term sale doesn’t pan out, or takes longer than expected, will you be able to survive?

©2006 The Loyalty Group. All Rights Reserved. www.TheLoyaltyGroup.com

What Makes a "Champion" Business Leader?

What separates good leaders from great leaders? And does the business world have truly great leaders - those legendary, "championship" leaders who are the Tiger Woods and Michael Jordans of their professions?

In today's issue of USA Today, an article by Erik Brady shows that elite athletes share common threads. (Article: Soul of a Champion) In this first of a series of articles profiling "champions", Brady focuses on the sports world. I couldn't help but wonder - what makes a "champion" leader in today's business world? Do the world's legendary athletes and the world's legendary leaders share common traits?

The article quotes Patrick Cohn, a sports psychologist and president of Peak Performance Sports in Orlando Florida. He lists four "mental and emotional characteristics common to champion athletes."

• Competitiveness (I'd add the word "healthy" to competitiveness)
• Confidence
• Composure (under pressure)
• Focus

It can be argued that these traits - or competencies - also distinguish good leaders from those who are exceptional. Who in modern business fits this profile? The first person who comes to mind is Jack Welch. In modern politics, I think of Arnold Schwartzenegger (who also happens to have been a very successful businessman and athlete). Martha Stewart may not have been popular with everyone who worked with her, but she certainly built a business empire with confidence and competitiveness. And after her arrest and imprisonment for securities violations - kept her composure and stayed focused as she ran her empire from jail.

If we had to define these four traits in terms of behaviors that "champion leaders" demonstrate, it might look something like this:

Competitiveness: Willing to do whatever it takes - without compromising ethics or sacrificing others - to achieve success. Taking smart risks and bouncing back quickly from failure. Constantly surveying the competitive landscape, knowing where you stand relative to the competition and anticipating competitors' next moves.

Confidence: Self-motivated and driven internally. Standing by decisions, yet comfortable admitting mistakes and failures. Unafraid to make unpopular choices and disagree. Standing up for beliefs. Staying the course even when faced with obstacles.

Composure: Staying cool under pressure. Controlling behavior and actions when faced with stress. Able to function effectively - or even perform better - in tense situations.

Focus: Always keeping sight of the goal and taking purposeful action to achieve that goal. Able to rally others around a common goal. Eliminating roadblocks, obstacles and distractions that get in the way of success. Knowing when to stay the course - and when to change direction.

How do your company's leaders stack up against these traits?

©2006 The Loyalty Group. All Rights Reserved. www.TheLoyaltyGroup.com

Seven Tips for Effective Sales Performance Management

In many sales organizations, performance management sounds something like this:

"Are you going to make your number?"
"How many did you sell?"
"You need to get in front of five customers a day."
"You did great this year. That's why I know I can count on you for an additional 10% next year."

By nature sales organizations are revenue and numbers focused. Whether or not these organizations achieve their numbers depends, in large part, on how well they manage and leverage their human capital - their sales people.

Performance management, when designed and executed effectively in sales organizations, boosts sales productivity and helps retain sales talent. Below are seven best practices for implementing performance management in sales organizations. How does your organization stack up?

1. Communicate company and sales organization goals, vertically and horizontally. Does every manager, salesperson and support staff member know the sales organization's strategies and goals - and where their department and individual goals fit? Test this by asking various people in your organization to explain the links to you.

2. Focus on manager behavior first. Define manager competencies by doing a validated job analysis. Make sure the competencies stress performance management behaviors, such as setting clear expectations, observing salespeople in the field, coaching, addressing performance problems and developing talent.

3. Make sure all leaders talk about your culture and vision often. Do leaders just talk about numbers and revenue performance...or do they also talk about how to get those results? From the top down, send the message that your company expects people to get the “right results, the right way.”

4. Define and communicate competencies for salespeople. If you already have sales competencies, review them. Do they read like a generic job description (self-starter, aggressive, closer) or are they specific and unique to selling at your company? Think about what distinguishes your best sales performers, in terms of both results and behaviors. Chances are, in addition to being good closers, they show adaptability, they're open to coaching and feedback, they're constantly learning, and they welcome the opportunity to coach others.

5 . Focus your sales efforts, new products and strategic initiatives. Avoid flavor of the month. When changes do happen, communicate them clearly and have an open dialogue with the sales organization. Not everything is equally important. When you introduce a new initiative or product, ask, "What can we take away or stop doing?" Confused salespeople = confused customers. They don’t know what to sell and can’t keep up with the changes.

6. Link sales training, selection, incentive and performance management systems to your business goals and competencies. A rigorous, competency-based selection process will give you a clear profile of each candidate's strengths and development needs. When you do make your hiring decision, use the selection process data to help you create a development plan for the salesperson, starting him or her off on the right foot. Fold this development plan into the performance management process. Coach the new hire to leverage his or her strengths and develop in other areas.

7. Hold managers accountable for coaching and managing performance effectively. Often managers are accountable on paper, but in practice...managers who make their numbers are "forgiven" for poor interpersonal skills, lack of coaching or "not having time" to work with their reps. Decide if this is acceptable in your organization. If managers get their numbers, does it matter how they treat their salespeople, whether they have high turnover or whether they coach and develop their teams? If it does matter, put some teeth into your systems. Reward and recognize managers who develop salespeople and make their numbers. Assign consequences to managers who ignore or consistently mishandle the people-side of management. And don't forget to look at who you're promoting into management positions. Do salespeople get promoted to management as a reward or entitlement for good sales performance...or do they get promoted because they're motivated to lead others and have the skill and patience to coach?

©2006 The Loyalty Group. All Rights Reserved. www.TheLoyaltyGroup.com

Amazing Coach Story on RealSports

The Loyalty Group's June newsletter, thinktwice today, focuses on coaching. Basically, we all know that coaching is good for us (like taking vitamins or seeing the doctor for checkups)...but its something that's easily pushed aside for "higher priorities" in the workplace.

A few nights ago I saw an amazing story about a coach, Bev Kearney, of the University of Texas. Here is the story link and the blurb posted on the RealSports website.

Making Strides (Revisited)

There is no better example of hard work and dedication translating into success than Bev Kearney of the University of Texas. When REAL SPORTS first profiled the women's track coach in February 2004, Kearney was rehabilitating from injuries sustained in a car accident while continuing to coach from her hospital bed. Since then, she has led the Longhorns to both indoor and outdoor NCAA championships, as well as being named the 2005 National Women's Outdoor Coach of the Year for the fourth time. Accolades are nothing new for Kearney, who was a standout athlete in her own right, qualifying for the 1980 U.S. Olympic trials in the 200-meter dash. But for all her personal success, it has been her ability to lead others in the face of adversity that makes Kearney the embodiment of the word "coach." Correspondent Mary Carillo reunites with the remarkable mentor who continues to make strides.

Correspondent: Mary Carillo
Producer: Michael Sullivan

What struck me most about this sports story was how it paralleled the case for good coaching in today's business world. Many of us take coaching for granted. We often find excuses not to coach ("Not enough time." "Other real work to do.") or not to be coached ("I don't have time." "I already know what I'm supposed to do."). Kearney's story showed how powerful one coach can be - even from a wheelchair. Kearney coached her track team to victory without even attending her team's practices, because she was bedridden. She watched video tapes of their practices and meets, and later gave them coaching and feedback. Think of how many managers use the excuse for not coaching, "I don't have time to get in the field to see my people in action." Where there's a will, there's a way.

The story also showed how critical it is for individuals to WANT coaching. Everyone on Kearney's team looked up to her, believed in themselves and her, and wanted to be coached to win. There were no egos. There were no walls. Just openness and an common goal shared between coach and team.

There is a lesson for us all in the business world in this story. When coaching is done right - and both parties want to coach and be coached - almost anything can be accomplished. Imagine how much more innovative, productive and competitive our companies would be if we possessed this powerful coaching culture. What results could we achieve that we're not getting now?

©2006 The Loyalty Group. All Rights Reserved. www.TheLoyaltyGroup.com