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Coaching: A Leadership Skill

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Coach, Role Model, Counselor, Supporter, Guide…do these words ring a bell? Being a coach involves being a role model, sometimes a counselor or supporter, and always a guide. Coaching is based on a partnership that involves giving both support and challenging opportunities to employees. Knowing how and when to coach is an essential skill that can benefit both you and your organization. This one-day workshop will help you become a better coach in all senses of the word. The seminar will be held on October 23 from 9 a.m. to 5 p.m. at unit 502 OMM Citra Bldg., San Miguel Ave.,
Ortigas Center, Pasig City.

In Coaching: A Leadership Skill, participants will learn how to use coaching to develop their team, develop coaching skills that help improve individual performance, demonstrate the behaviors and practices of an effective coach, recognize employees’ strengths and weaknesses, and learn to give valuable feedback.

Course Outline

  1. Defining Coaching: The first part of the morning will be spent exploring what coaching means (in general and to participants), reviewing coaching skills, and evaluating the pre-assignment.
  2. Interpersonal Communication Skills: Communicating well is a key aspect of successful coaching. During this session, participants will explore different communication skills and create an action plan.
  3. Self-Disclosure: Joe Luft and Harry Ingraham developed the Johari windows concept, a way of looking at our self-awareness and our ability to ask feedback of others. This session will look at the window and examine how we can use it when coaching.
  4. Critical Coaching Skills: Participants will examine important coaching skills in small groups, including helping, mentoring, teaching, and challenging skills.
  5. More on Communication: This lecturette will examine two powerful, simple coaching tools: asking questions and listening.
  6. Learning Styles and Principles: We learn in three different ways: by seeing, by hearing, and by doing. In a large group discussion, participants will identify ways to incorporate these methods into coaching.
  7. Benefits/Consequences: During this session, we will examine a tool that coaches can use to help gain buy-in for change from employees.
  8. Skills Involved in Coaching: Participants will work in small groups to complete a mix-and-match exercise that will familiarize them with key coaching skills.
  9. The Coaching Model: This session will explore a four-step coaching model that can be applied to any situation.
  10. Feedback: An essential component of coaching. You will discuss types of feedback and offer some tips in lecture format during this session.
  11. Coaching Problems: To wrap up the workshop, participants will examine case studies and offer solutions.
  12. Workshop Wrap-Up: At the end of the day, students will have an opportunity to ask questions and fill out an action plan.

The course fee is PHP3,500 + VAT, and includes instruction by an expert facilitator, snacks and lunch, a specialized student workbook, and a personalized certificate of participation.

Register online and view other classes!


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What Indispensable Employees Are Made Of

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Identifying employees that will become indispensable to your company is an important skill for any manager to have. But how do you spot the employees who will become invaluable? Below are some of the most valuable characteristics to look for in employees, and why they’re important.

  • Opportunism – Change and crisis provide opportunity. It’s usually hard to see past the immediate danger, but invaluable employees see the potential in any situation.
  • Adaptability – Positions are always changing, and the best employees are always developing their skills to do whatever job comes their way. They learn quickly and efficiently.
  • Follow-through – Even if someone is the genius of this century, if he or she doesn’t actually get stuff done, that’s an ineffective employee.
  • Respect – Good employees respect people in any position, and their ideas. Employees who treat everyone with respect are more likely to build valuable networks and maintain existing relationships.
  • Responsibility – Employees are the backbone of a company. Their work supports the company as a whole, so employees must be responsible for all their actions, getting the job done, and being accurate in doing the best work they can.
  • Positivity – Negativity in the workplace saps energy and positive outlook. Good employees know how to turn negatives into positives, and turn weaknesses into strengths. They are also skilled at problem-solving in negative situations.

Find employees who exhibit the characteristics above, and you’ll be well on your way to finding a valuable team member who will enhance your company culture, productivity and efficiency.


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Encourage Your Way to Motivated Employees

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Most managers have methods of dealing with poor employees, but the best managers should also have strategies to encourage their top performers, in order to guide their workforce. Ignoring employees may confuse them; your best employees won’t know they are doing well and your poor employees won’t know they need to change. Punishing or criticizing poor employees may also ineffective because although employees know they did something wrong, they may not have been told how to improve. Praising your best performers offers guidance for all employees, because they see what they should be doing, and what standard of work is rewarded in your company.

In 1925, Dr. Elizabeth Hurlock measured different types of feedback given to fourth- and sixth-grade students in a math class. She divided the classes into four groups; one was praised, another was criticized, the third was ignored, and the fourth was used as the control group.

At the end of only five days, the group that was praised for their work showed a 71 percent improvement in their work. The group that was criticized showed a 19 percent improvement, and the group that was ignored only a 5 percent improvement. The experiment showed that praise works better than criticism, and ignoring wasn’t as effective as either praise or criticism.

Generally, it isn’t advisable to give false praise, but managers should learn to give praise when an employee does well. Managers should also prioritize praise over criticism, and always give some form of feedback to avoid confusion and offer guidance. They may start to see the results pretty quickly!


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Make Quicker Team Decisions

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The ability to make fast team decisions is a competitive advantage that shouldn’t be undervalued. In order to develop teams that can make good decisions, regardless of conflict, leaders need to understand a few universal truths in group decision-making.

Conflict gets results – Nothing drives innovation like competition. It makes people work faster, smarter, and harder. False compliance and half-hearted agreement won’t get your team to the best decisions, it will only encourage the first suggestions made. Typically, when a team is in debate mode, they are more likely to bring up their strongest arguments and best evidence. Don’t let your team miss out on valuable insight by agreeing to the first suggestion someone makes.

Accountability and support – Give each key decision an identified decision-maker, and reinforce that decision. Giving individuals accountability encourages them to make what they feel is the best decision possible, and once an incontestable decision is made your team can move forward.

Time is essential – Your competition is constantly moving forward, and you should be too. Once you have all the information you need to make an informed decision, it’s time to make it. Don’t hide behind a desire for more studies or experiments that take time and may not reveal useful or relevant information. The longer you take to make a decision, which is step one of any business initiative, the more time your entire process will take.

Once your teams begin to work together closely enough that arguments are productive, decision-makers are held accountable, and time is valued, your teams will be leagues closer to making fast, efficient decisions.


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Employment Testing in the Philippines

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Laszlo Bock – Senior vice president of people operations, Google (from ProfilesSEA)

Employment testing is crucial in the Philippines with the recent population boom, and new waves of job applicants graduating to the workforce. There are simply too many applicants for companies to efficiently field high-potential candidates from those who will slow company growth. How can companies keep up with which traits are important in today’s evolving workforce?

Profiles International SEA recently published an article on what Google thinks about hiring graduates from top schools, which deconstructs some valuable employee traits by explaining Google’s stance on college.

Some of the most important things employers should look for in their candidates include “intellectual humility” and the ability to learn. According to Laszlo Bock, Senior VP at Google, “Ability to learn is much more important than IQ.” Bock says that the most productive employees aren’t too proud to dismiss their own ideas in order to learn from their peers. A lack of humility also makes it hard for many people to fail gracefully, turning team situations into a competition instead of a cooperative effort.

“Google highly appreciates people who have the ability to step back and embrace others’ ideas when they are better.” – Bien Nguyen, Profiles SEA

A resume and interview paints a reasonable but incomplete picture of someone’s strengths, weaknesses, and personality. In order to gauge a more substantial candidate evaluation, hiring managers would benefit from objective assessments. Profiles Asia Pacific skills assessments have been developed to determine how someone will fit into company culture, what type of learner they are, their strengths and weaknesses in a team setting, and more.

Find out if your job candidates are ready to learn by implementing employment testing that will provide insight into their personalities and abilities. Visit the Profiles Asia Pacific solutions page to discover the potential of your candidates and current employees.


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5 Marks of a Good Leader

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Leaders become great, not because of their power, but because of their ability to empower others. – John Maxwell

Image from Forbes.com

Good leaders have been developing tried-and-tested best practices throughout the years, and luckily, many are willing to share their findings. Below is a compilation of five marks of a good leader, referencing various influential sources.

1. Employees are engaged: employees do not crave satisfaction as much as they crave engagement. A good leader cares about employee development and focuses on their strengths. “Companies with an average of 9.3 engaged employees for every actively disengaged employee in 2010-2011 experienced 147% higher earnings per share (EPS) compared with their competition in 2011-2012.” – The Chairman’s Blog

2. Continuous learning. Becoming a leader does not exempt you from continued growth. No leader has the luxury to sit back, stop learning, and rely on his or her formerly acquired skills to manage all future problems and opportunities. “Be prepared to learn from others – including your new team.” – Profiles International SEA

3. Team members are empowered to act and excel. A good leader creates an atmosphere conducive to innovation, productivity and successful employees. “Leaders who understand the strengths of their employees and their potential for more responsibility feel confident in enabling others to take control and initiative.” – Business Leadership Qualities, from the Five Practices of Exemplary Leadership model

4. Good communication practices are a priority. Communication is needed in order to understand employee strengths and weaknesses, gauge opportunities, understand problems, delegate work and spearhead projects. Open lines of communication also create a more productive atmosphere, as information is easily accessible by all team members. “Communication plays a key role in the success of any workplace program or policy.” – Psychologically Healthy Workplace Program (via Small Business Chron)

5. A leader accepts responsibility, whether praise or consequences. Leaders are responsible for their teams. Good leaders don’t blame mishaps on anyone else, they accept fault and work towards finding a solution. Instead of spending time shifting blame, the best leaders find ways to turn problems into opportunities. “Accepting the consequences for failure is not a sign of weakness; it’s a measure of leadership. While no one likes to fail, the sooner you accept what happened, the sooner you can move forward.”– Harvard Business Review blog

Overall, a good leader understands his or herself, employees, and continues to move forward. To view more management strategies and advice, visit the ProfilesAsiaPacific.com blog.


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Conflict Resolution: Dealing with Difficult People

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EDIT: Due to the success of our first seminar, we are holding another one on November 11, 2014! Register or learn more here.

Edward Deming, the father of quality management, has said that people can face almost any problem except the problem of people. They can work long hours, face declining business, even the loss of a job, but they can’t deal with the difficult people in their lives. This workshop will help you identify some of the ways you may be contributing to these problems and give you some strategies you can adopt, at work and in your personal life.

The Conflict Resolution workshop will be beneficial to anyone who wants to learn how to recognize your personal attitudes and the impact actions have on others. Participants will find new and effective techniques for managing negative emotions, develop coping strategies for dealing with difficult people and difficult situations identify times when you have the right to walk away from a difficult situation and learn some techniques for managing and dealing with anger.

Course Outline

  • Interactions with others
  • Reciprocal relationships
  • Anthony Robbins’ Agreement Frame
  • Dealing with change
  • The five-step process
  • Managing your anger
  • Managing other people’s anger
  • Why don’t people do what they are supposed to?
  • Causes of difficult behavior
  • De-stress options

In addition to the training seminar, participants will receive a complimentary ProfilesXT assessment, a multi-purpose, total person employee assessment used for pre-employment screening, selection, development, training, managing, and succession planning. This employee assessment measures how well an individual fits specific jobs in your organization, and the results can be used during the training or succession planning stages. PROFILEXT is customizable, and peak job performance models can be developed by company, position, manager or geography.

The course will be led by Dr. Maria Vida G. Caparas. Dr. Caparas holds a Master’s Degree and Ph.D., Summa Cum Laude, in Psychology. She is an Accredited Trainer of the Philippine Government with invaluable experiences in Organizational Development as a Human Resource, Training and OD practitioner. She authored three books on Psychology/HR Management and was a Trainer Delegate of DFA-Foreign Service Institute in Italy and Singapore in 1999-2000. Dr. Caparas is a recipient of various national awards and also a professor in prestigious universities.

The course fee is 3,500PHP + tax and includes small group workshops that provide “active learning known to be most effective for adult learners, a specialized student workbook, personalized certificate of participation, free eBook, snacks and lunch. Register 3 participants and receive the 4th seat for free.

Register or find out more online at ProfilesAsiaPacific.com or contact Kristy at 635.0016 or kristy@peopledynamics.co.


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Keys to Successful Organizations: How to Retain Talent

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Image from forumevents.com

“The  complexity  of  the  environments  in  which  businesses  operate  demand  that  HR  takes  a strategic approach.” – Vivian T. Supangco, Philippine Management Review

Any given company is composed of talented individuals who can either make or break business. Ideally, the whole is greater than the sum of its parts, but there are some sad cases where companies suffer due to a lack of talent, or a workforce drain. Have you noticed your best employees jumping ship lately? These are a few tips everyone in management can follow to retain their most talented employees.

Build your teams wisely. Different people interact and perform in various ways. Building harmonious teams requires matching personalities and skills to assemble a cohesive group of individuals who can work together as efficiently as possible. In the best teams, each member has a clearly defined role that he or she excels in, and managers need to understand how each employee performs best to create diverse and effective teams.

Choose candidates for their potential. Don’t limit any of your employees to what they have done. Instead, be on the lookout for other areas of interest that they can excel in. Give your employees a chance to gain experience in different fields, and expose them to different parts of the company to explore their potential. If needed, offer constructive criticism to poor-performers and promote development with employee training.

Equip your HR department. The average HR manager is overloaded with payroll concerns, employees’ personal issues, regulations, and many other obligations. Give your HR managers a means to attain and retain the best talent for each position and for the company itself. Talent recruitment and retention requires testing, screening and continuous check-ins to keep the best people in their ideal positions.

Encourage growth. Support your employees’ ambition for improvement and increased responsibility. Recognize exceptional employees and train them to move up (and sometimes across departments) in the company, showing that growth and achievement is rewarded. Hiring from within also shows other employees the potential career benefits within your company.

Focus on the vision. Remind employees why they come to work every day. Make sure employees understand how their job fits into the company as a whole, and how their work contributes to the success of your organization. Articulate each role into the bigger picture, and show how each job improves the surrounding communities.

Losing employees causes additional hiring costs, lower productivity and lost knowledge. This doesn’t mean poor employees shouldn’t be fired, but every company should avoid losing their good employees by managing their top talent strategically.


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When to Disengage

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A leader should understand when it's time to disengage with ineffective clients, items and relationships.

“Engagement” seems to be a buzzword in the professional world lately. Social media accounts have to engage customers to get further reach, companies must engage their employees for higher productivity, and marketing departments must create “engaging” or interactive materials to support events and campaigns more successfully. Despite the many benefits of engagement, good managers must also learn to disengage for the sake of the company.

Disengage from offerings, markets, and customers that are no longer providing value and profits to the organization.

– Rich Horwath

Horwath warns that leaders must understand when it is time to let go, and make tough decisions in order to keep the company moving forward. If your product, customer or relationship is not generating sufficient revenue, cut ties in order to focus on things that are more productive. Often, companies need to “do less.” Hanging on to too many “distractions” may end up holding your company back, and doesn’t contribute to success.

Passive disengagement happens when managers wait until there is a need for change. In these cases, the changes made are usually insubstantial, and not as effective in increasing revenue. In order to actively disengage, perform a monthly review of resource allocation to identify any efforts that are not providing value. Reallocate these resources to different initiatives until you find something that works.


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Smart Companies are Investing in Learning and Development

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Image from TLNT.com

The following excerpt is from TLNT.com article Investing in Employees: Smart Companies are Increasing their L&D Budgets. The article originally appeared on China Gorman’s blog at ChinaGorman.com.

A 2014 report from Bersin by Deloitte, The Corporate Learning Factbook 2014: Benchmarks, Trends, and Analysis of the U.S. Training Market relays some positive information regarding investment in employee development.

It says that businesses increased training budgets by an average of 15 percent last year, reflecting the highest growth rate in this area in the last seven years. It’s also likely that as the economy continues to mend, organizations are able to reinvest in areas that experienced significant cost cutting during the downturn.

At a time when there is discussion of a lack of specified skills in the talent pool, this would appear to be welcome news, particularly because this investment applies not only to short-term training.

Developing the next generation of leaders

Employers will have greater inventories of skills in-house and may not have to turn to the marketplace as often – or expensively – in coming years to support basic business operations. Additionally, by providing skills development to younger workers who are arriving with significant skills deficits, employers may be staunching the early talent drain from their organizations.

And, employees of all ages continue to need growing support to expand their knowledge and skill bases as the world of work continues to evolve and certain skills get harder and harder to find.

But the opportunity to develop management and leadership skills may be the most valuable investment for both sides of the employee-management relationship. It prepares the next generation of organizational leaders, it communicates a commitment to employees’ futures and it strengthens the ties between these two sides of the employment equation.

That high performing employers are spending 40 percent of corporate learning dollars on their future leadership talent would be a compelling component of any employer’s employee value proposition.

Read the full article at TLNT.com and visit ProfilesAsiaPacific.com for employee development solutions.


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