1) Managers who hold regular meetings with employees have more engaged staff, yet many managers cancel or reschedule meetings due to being too busy.
2) Bad managers simply tell employees what to do, while great managers involve staff in decision making. However, many managers are uncomfortable giving feedback or having difficult conversations.
3) Research shows employees want more constructive criticism and information from their boss on what to improve, yet over 60% report receiving too little feedback and a quarter get no feedback at all.
Statistics On The Importance Of Employee FeedbackOfficevibe
Here's an infographic displaying some of the statistics behind employee feedback. Try using some form of employee recognition or employee feedback.
Content by Officevibe
How to Keep Employees Motivated at Work?Socialcast
This document discusses three levels of employee engagement - actively disengaged, disengaged, and engaged. Most American workers are disengaged. Gallup research found the least engaged groups are middle-aged, college-educated American men. The document recommends ways for employers to improve engagement, such as making employees' expectations and responsibilities clear, providing tools for success, valuing their opinions, and frequently recognizing good work. Non-financial motivators like praise from managers are more effective than financial incentives at engaging employees.
10 Dead Simple Ways to Improve Your Company CultureBonusly
The document outlines 10 steps to build a great company culture: 1) embrace transparency, 2) recognize and reward valuable contributions, 3) cultivate strong coworker relationships, 4) embrace and inspire employee autonomy, 5) practice flexibility, 6) communicate purpose and passion, 7) promote a team atmosphere, 8) encourage regular feedback, 9) stay true to core values, and 10) devote effort and resources to building culture. Following these steps such as being transparent, recognizing employees, and encouraging autonomy can help engage employees and create a strong organizational culture.
The 9 Circles of Employee Engagement Hell Globoforce
This document provides an escape plan for addressing employee disengagement and lack of alignment in organizations. It identifies 8 key reasons for disengagement: 1) Stagnation, 2) No Alignment, 3) Lack of Support, 4) Budget, 5) Wrath, 6) Heresy, 7) Lack of Respect and Relationships, and 8) Fraud. For each reason, it summarizes relevant data and proposes ways to address the issues to increase engagement, such as focusing on learning and development, building a strong employer brand, and investing in employee recognition programs.
The document discusses employee engagement in organizations. It defines engagement as the state of emotional and intellectual involvement that motivates employees to do their best work. It notes that engaged employees say positive things about the organization, want to stay with the organization, and exert extra effort to contribute to business success. Disengaged employees take more sick days and are less likely to advocate for the organization. The document suggests that highly engaged companies achieve 400% greater financial performance than companies with poor engagement.
10 Team Motivation Killers and How to Fix ThemWeekdone.com
This document outlines 10 team motivation killers and provides suggestions on how to fix them. The motivation killers are: 1) inadequate rewards, 2) awful office space, 3) no self-development, 4) inefficient collaboration, 5) negative people, 6) fear of failure, 7) lack of clear goals, 8) micromanaging bosses, 9) useless meetings, and 10) wasting team time. Suggested fixes include clearly defining a rewards system, rethinking open office layouts, providing training opportunities, asking for team input, measuring employee happiness, not punishing mistakes, implementing objectives and key results, giving freedom to the team, properly preparing for meetings, and using collaboration tools.
2 Easy Fixes to Get More ROI from RecognitionGloboforce
More companies are finding that recognition, appreciation, and human workplace practices improve overall employee experience and fuel business performance. See the results of our latest research with SHRM
Any attempt to improve human performance starts with the InsideOut Mindset. People have the capacity to learn and perform at a higher level. It’s a manager’s job to draw out that high performance.
Employee Engagement: What is it? How Do You Improve it? 10 Best Practices fro...Qualtrics
Engaged employees are more productive, contribute more to the bottom line, generate higher customer ratings, and help you attract new talent. On the flip side, actively disengaged employees cost the US approximately half a trillion dollars per year.
Join us to learn the best practices from Mike Schroeder, CEO of TNS Employee Insights, on how to design employee engagement surveys, measure engagement and, most importantly, improve employee engagement in your organization.
How to get Executive Buy-in for Employee RecognitionGloboforce
Executive buy-in has been proven to make the critical difference in driving both the adoption and the effectiveness of your employee recognition program. But how do you engage the execs and obtain the support necessary to launch an effective program?
Coaching creates stronger relationships between managers and employees and helps align individual, team, and business goals. It empowers teams, keeps managers actively engaged with employees, and focuses on employee engagement. Coaching is also the top talent management practice and allows leaders and employees to remove barriers to success according to several studies. It gets employees to consistently apply their skills and knowledge and spreads through contagion once it begins within an organization.
This document provides tips for how to become a better manager. It recommends learning to delegate tasks to empower employees and avoid burnout. Managers should examine their own leadership style and strengths/weaknesses. Creating a positive work environment with low stress and drama helps motivate employees. Effective motivation requires understanding what incentivizes each individual employee.
From interim CHRO for the U.S. Olympic Committee with the world's best athletes to head of employee engagement at storied brand American Express to CLO and change agent at Apollo Education Group, Alicia Mandel is a strategic thinker and compelling speaker. In this webinar, she explored and shared:
The need to transition from compliance-focused to engagement-centric HR
How the “sprint” business paradigm conflicts with an annual performance process
Core principles for a new performance management model
Four good transformation starting points
Change readiness model and process checklist for transforming your process
Motivating Your Team: 25 Ways to Increase Employee EngagementRobert Half
A disengaged staff can have a significant negative effect on productivity, customer service levels and retention. This guide discusses how you can keep your workers inspired.
The Importance of Employee Feedback - CU Suggestionscusuggestion
Feedbacks are critical to any organization’s success and you can gather it via CU Suggestions, which is an incredibly fast and secure method of receiving actionable data.
There's a lot of nonsense talked about employee engagement and a lot of people think you can get it be throwing a few incentives around. They're wrong.
Ultimately employee engagement is simply a choice. It's a choice between how you want your organisation to thrive.
So ask yourself - do you want to engage your people or eliminate your people? It's up to you.
This document introduces InsideOut Coaching, which promotes workplace coaching to help employees make better decisions, commit to actions, and achieve results. It summarizes that coaching is the number one behavior of good managers, and organizations with strong coaching cultures are 30% more likely to have strong business outcomes. InsideOut Coaching takes an "inside-out" approach that draws out employees' potential rather than telling them what to do. It provides tools and training to help managers coach their direct reports and align goals to company objectives.
The document discusses performance management and investing in leadership development. It estimates that U.S. companies will spend $13.6 billion on leadership development in 2012. Investing in leaders at all levels lays the groundwork for the future and leads to better business results. The key to improving performance is not just adding more knowledge or skills, but eliminating interference so that faith, fire, and focus can be ignited to set people free to do what they already know. Unlocking human potential through faith, fire, and focus could mean faster and better results for organizations. InsideOut believes performance soars when these things are achieved.
Men, Women and Impostor Syndrome: Why Your Rockstar Feels Like a FraudInsideOut Development
Despite ongoing success and positive feedback, many of your top performers are suffering from impostor syndrome, i.e., the oft-overlooked phenomenon of feeling unqualified even if you are a high-achiever. So what’s the secret to eradicating self-doubt and boosting your team’s confidence? View this infographic for a series of critical coaching tips that will ensure your good employees become even better.
Did you know two-thirds of CEOs do not receive outside leadership advice—but nearly all want it? Find this and other interesting facts in our new infographic.
This document describes a 3-hour training workshop called InsideOut Breakthroughs that is designed to help employees achieve their full potential and increase productivity. It promotes an approach that closes the gap between knowing what to do and actually doing it. The workshop uses a 3-part learning process and toolbox to help employees improve focus, solve problems better, and experience more breakthroughs in their work. Research shows this type of training can significantly increase employee and organizational performance.
The survey of 75 learning and development professionals found that:
1) Only 44% of respondents agreed or strongly agreed that leaders in their organization successfully drive strategy and communicate their leadership vision.
2) Respondents indicated that leaders are often unwilling to listen to feedback (41%) or be coached (48%).
3) Just over half (52%) of respondents agreed or strongly agreed that they can work successfully with the leaders in their organization.
This document lists 12 notable events from 2015, including Disney dominating the box office with films like Inside Out and Star Wars, Tesla debuting driverless cars, and the New York Mets reaching the World Series. It also mentions popular cultural phenomena like the "Whip and Nae Nae" dance craze, the "Face with Tears of Joy" emoji being named word of the year, the final season of Mad Men, McDonald's introducing all-day breakfast, and Adele's new album selling over 3 million copies in its first week.
The document describes updates to the InsideOut Coaching 4.0 participant experience. Key updates include:
- Enhanced workshop preparation with a new eLearning module to better prepare participants.
- Updated participant materials including a new workbook and job aids to better connect learning to real-world scenarios.
- A newly designed learning sequence to anchor and thread content throughout the workshop.
The workshop continues to be led by a senior facilitator and includes engaging activities, videos, and coaching practice. New features aim to improve learning stickiness and sustainability to enhance the overall participant experience.
This document discusses how InsideOut Development helps organizations build competencies to improve performance. The top 4 competencies are effective communication, collaboration and team building, critical thinking and problem solving, and creativity and innovation. InsideOut Development focuses on developing these competencies at the individual, cultural, and business impact levels. Their methods have led to improved employee engagement and alignment with company goals according to client surveys and testimonials.
Training initiatives are not well aligned to critical organizational outcomes for many companies. A survey found that only 65% of respondents agreed or strongly agreed that their training was aligned to drive competency-based results, and only 40% agreed it was aligned to drive cultural or business impact results. Additionally, leadership does not fully understand or support the connection between training and driving business results for many organizations.
The document discusses innovation challenges and best practices according to CEOs and business leaders. It finds that 61% of CEOs see innovation as a primary focus but they face challenges like lack of processes, budget constraints, and limited resources. The most innovative companies implement ideas quickly, set ambitious goals, and recognize employees for their contributions. Fostering an innovative culture requires allowing creativity from all employees, strong visionary leadership, and a willingness to take risks.
This document traces the evolution of organizational decision making from top-down hierarchies to more distributed models. In the past, decisions were made at the top of traditional bureaucratic structures, but starting in the 1980s, organizations began flattening hierarchies and empowering employees. Today, matrix structures involve decision making across departments, while future models will break down divisions further and require even greater autonomy. As decision making authority spreads, organizations need to prepare employees to make rapid, informed choices.
ThankYou for being our #1 reason to celebrate in 2014. Here's to even more wins in the new year! The document then lists 10 things to celebrate from 2014, including clients helping individuals achieve business results, the ALS Ice Bucket Challenge raising awareness for a good cause, the success of Frozen and "Let It Go", soccer growing in popularity in the USA during the World Cup, the comeback of Lego thanks to The Lego Movie, a 101-year-old woman seeing the ocean for the first time, The Tonight Show becoming more social under new host Jimmy Fallon, the addition of "selfie" to the dictionary due to increased self-portrait taking, the European Space Agency landing a probe on a comet for the
Richard Dennison discusses internal communications challenges in a social world and BT's aspirations for its new SharePoint 2010 intranet. Traditional one-way communications are being replaced by many-to-many conversations. BT is learning from social media strategies outside the company and developing social tools like blogs, podcasts and collaboration spaces within SharePoint 2010. The goal is to use these new social capabilities to connect people through their interests and activities, better sharing information across the organization.
The document contains a collection of quotes and sayings on various topics like work, life, happiness, love, decisions, failure, nature, time, judgment, and appreciation. Some of the key messages are: love your work but don't rely on your company, you determine your own success through involvement, happiest people appreciate what they have rather than want more, make decisions based on experience not emotions, it's better to lose your ego than a relationship, forget past failures and look ahead, and it's easy to receive but difficult to give of yourself to others.
The Making of a Global Brand_PR Congress 2016_IsentiaRichard Spencer
The document discusses strategies for building a global brand. It recommends having the same positioning worldwide, using the company name as the brand name, and creating a global club or community. It also suggests telling compelling stories that bring people together from around the world. Examples are provided of how Uber and Airbnb have implemented these strategies in their efforts to become global brands.
The document provides visual and branding guidelines for communicating AIESEC's brand globally. It begins with an introduction to AIESEC's evolution and increasing digital presence. It then discusses the need for global brand alignment and a stricter brand architecture to position various sub-brands and programs. The rest of the document outlines branding elements and guidelines for AIESEC's overall brand including its logo, colors, fonts, and communications. It also provides specific branding guidelines for several of AIESEC's sub-brands like Global Citizen, Global Talent, and Youth to Business.
Five Stressors Managers Face and Tips for How to CopeJhana
Managers face stress everyday. At Jhana, we’ve worked with, interviewed and helped a lot of managers, so we notice the stressors they talk about the most.
Because of the research that we do, we also have great tips on how to help managers relieve the particular stressors that they face.
This document discusses why employees leave organizations and offers strategies for improving retention. The main points are:
1) Employees often leave their jobs due to poor management rather than issues with the company itself. Bad managers can negatively impact performance and inspire disloyalty.
2) Other reasons for employee turnover include constant reorganization that creates uncertainty, a culture of negative competition between departments, and lack of support and appreciation for employees.
3) To improve retention, managers should identify key employees, understand their career goals, offer growth opportunities, ensure fair compensation, build strong relationships, and develop a formal retention plan with accountability. Regular communication and showing trust in employees are also important.
People often quit their jobs due to problems with their managers, not the work itself. Common complaints about managers include poor communication, unrealistic demands, bad listening skills, and lack of support. However, improving communication with your manager can help make the situation better. It is important to schedule meetings with your manager to discuss your responsibilities, priorities, and goals to ensure they understand your role. If communication issues persist despite these efforts, adapting your own working style to match your manager's motivations may help. As a last resort, finding a new job may be preferable to staying in an untenable relationship with your current manager.
This document lists 10 dumb things that managers do. It discusses pushing too much work onto employees through unnecessary reports and meetings. It also discusses managers who act as slackers and don't pull their own weight. Additionally, it discusses only listening to complainers, sharing too much personal information, making assumptions without asking employees, gossiping about staff, failing to communicate important information, asking employees to do personal work, misusing performance reviews, and lacking decisiveness. The document is written by a human resources manager providing advice to avoid these common management mistakes.
This document discusses key reasons why employees quit their jobs and provides suggestions for managers to improve retention. The top three reasons are 1) a poor relationship with their boss, 2) being bored or unchallenged in their work, and 3) having poor relationships with their coworkers. Other common reasons include a lack of opportunities to use skills, lack of autonomy, unmeaningful work, financial instability in the organization, and a negative overall corporate culture. The document advises managers to focus on developing strong employee relationships, engaging employees in challenging and meaningful work, and creating a positive work environment to improve retention.
The workplace is less happy than ever. New evidence from Gallup suggests that employee engagement is at an historic low. How should we respond to this challenge? We know managers are a crucial element regarding employee wellness and employee engagement - in fact managers account for at least 70% of the variance in employee engagement- they are a good place to focus if morale is low in your organization. The research found a number of key themes that can create a positive work environment that will promote engagement and increased productivity.
10 common leadership and management mistakes copySimon Wood
The document outlines 10 common leadership and management mistakes, including failing to provide feedback to employees, not making time for one's team, being too "hands-off" in management style, being too friendly with employees, and failing to define clear goals for the team. It provides examples of each mistake and recommends ways for managers to avoid them, such as learning to give effective feedback, prioritizing employee needs, finding the right balance between oversight and autonomy, setting professional boundaries, and setting SMART goals for the team. The key message is that by learning about these frequent errors, managers can develop their skills to lead more effectively and avoid issues that commonly arise.
In almost all organizations, some leaders pave the way for their employees to do their best work, and others inadvertently make things much harder than they should be. Where do you fall on this continuum? Do you help or do you hinder? In all probability, it’s the latter. According to our research, your employees are more likely to view you as an obstacle to their effectiveness than as an enabler of it—and that holds true whether your organization is successful or stumbling.
Help your managers THRIVE in their role. It’s not luck, a good guess, trial and error but a carefully crafted OFFENSE. Learn how “boss success” depends greatly on the before-the-promotion process. Understand that the “human element” in managing others is often overlooked. Pinpoint where you have missed the mark in helping your bosses succeed.
The document discusses whether managers should define what superior performance looks like for employees or leave it undefined. There are arguments on both sides. Defining it could give too much direction but leave employees wanting more guidance. Leaving it undefined risks managers not providing clear feedback. Compensation professionals may favor defining it while learning professionals prefer it be left undefined. Overall there is no consensus on the best approach.
This document outlines 10 common mistakes that managers make when managing people. These mistakes include failing to get to know employees personally, provide clear direction and expectations, trust employees, listen to and value employees' opinions, communicate effectively, treat all employees equally, and throw employees under the bus to avoid taking responsibility. The document emphasizes that developing relationships with employees, providing direction, trust, communication, and equal treatment are key factors for managers to succeed. Values, beliefs, and attitudes are important for managers to develop in order to effectively interact with and manage people on a daily basis.
The document outlines several key reasons for early employee quitting from a company:
1) A toxic relationship with their boss undermines an employee's engagement, confidence and commitment. A bad boss is the number one reason employees quit.
2) Employees want engaging, exciting work that challenges them. If their current job is boring and unchallenging, they will look for work elsewhere.
3) Relationships with coworkers are critical to an employee's work environment. Positive relationships with coworkers help retain employees.
4) Employees want opportunities to use their skills and abilities. If they cannot grow or develop skills in their current role, they will seek opportunities elsewhere.
The document discusses how to select a good boss rather than focusing solely on the job. It recommends focusing on who your potential boss is, their leadership traits, and asking questions during interviews to understand their management style. Traits of a good boss include driving retention, delegating authority, being trustworthy, and acting as a servant leader. The best way to find a good boss is to ask specific questions about past projects and customers to understand how they operate in practice.
The document discusses key topics in school administration and supervision including the meaning and scope of school administration, fundamental principles, and human elements. It also provides tips for building relationships with peers such as following through on promises, connecting beyond tasks, offering praise, listening, and avoiding judgment. Building strong relationships increases productivity, boosts retention and morale, and is motivating.
This document provides 10 ways for managers to lose reputation with employees and 10 ways to earn a good reputation. Some reputation-losing behaviors include not giving employees time off, blaming others for mistakes, only providing criticism but no praise, yelling at employees, and showing favoritism. Reputation-earning behaviors include communicating clear goals, following through on commitments, providing honest feedback, making the workplace safe for open communication, treating employees with kindness, and giving frequent positive feedback.
Coaching, mentoring and giving feedback is hard. Doing that for the leaders in the organization, to coachers, is even more challenging.
Why, what and how to coach coachers?
This document discusses employee engagement for non-profit organizations. It begins with an agenda that covers what employee engagement is, ways to enhance engagement, and how to measure it. It then delves into each topic in detail, providing definitions of engaged, disengaged, and actively disengaged employees. It discusses factors that can enhance engagement, such as communication, development opportunities, recognition, trust in management, and team cohesion. Finally, it discusses methods for measuring engagement through surveys and sharing and acting on the results. The overall message is that engaged employees are more productive and committed to their work, so non-profits should focus on understanding and improving engagement.
- Two-thirds of employees say they receive too little interaction, positive feedback, and constructive feedback from their bosses.
- Regular praise and feedback from managers can result in positive outcomes like increased workplace safety, improved employee relations, and shorter injury recovery times.
- The absence of praise and feedback can lead to problems like apathy, increased turnover, lower productivity, weakened customer loyalty, and loss of competitiveness.
The document provides guidance on how to get the most out of 1:1 meetings with direct reports. It discusses introducing regular 1:1 meetings to build trust. Key steps include introducing the meetings to set expectations, preparing for common challenges like employees forgetting meetings or only wanting to talk about coworkers, asking the right questions to keep employees engaged and accountable, and following up on commitments. Done correctly, 1:1 meetings provide important insights to help managers support employees' growth and career goals.
CCA_Leaders and Corporate Culture Insight PaperRMWildman
This document discusses how corporate culture and leadership impact employee retention and development. It identifies the top 10 reasons why employees leave their jobs, including lack of appreciation, recognition, growth opportunities, and bad management. Effective employee engagement strategies are important for retaining talent, such as recognizing contributions, offering career development, and addressing generational differences. Leading companies attract and retain talent by focusing on employee engagement, empowerment, meaningful work, and leadership development.
Similar to 7 Reasons Your Managers Are Terrible Coaches (20)
This document provides coaching tips and information for managing and mentoring different generations in the workplace. It identifies the core work values of Generation X as time and productivity, Baby Boomers as success and loyalty, Millennials as individuality and contribution, and Generation Z as inclusion and opportunity. The document then provides generation-specific coaching mantras and tips, such as communicating face-to-face with Baby Boomers, offering variety and stimulation to Generation X, blazing new trails for Millennials, and building confidence in Generation Z.
There’s no doubt about it—workplace coaching is on the rise. But it’s more than a trending topic; good coaching is now widely considered the “x-factor” in higher employee productivity, engagement, and performance.
People have a lot to say about Millennials. They're lazy, poor communicators, incapable of independent thought—and let's not forget entitled. In this infographic, we're melting myths about the "special snowflakes" in your office. Guess what? These "negative" traits might not be so bad.
Leaders have many misconceptions about coaching. “You have to be an expert.” “It’s time-consuming.” “It’s only for underperformers.” But done right, coaching can impact every aspect of your business for the better. Use this infographic to get the bottom on how coaching benefits your bottom line.
The document identifies the top 6 talent development trends in 2014:
1. Connecting development to business priorities like decision making and coaching.
2. Implementing coaching training programs to improve employee performance.
3. Addressing challenges with leadership succession planning as companies failed to select the right talent 82% of the time.
4. Focusing on engaging and developing millennial employees who will make up 46% of the workforce by 2020.
5. Running employee engagement programs which 78% of businesses were actively doing.
6. Improving retention efforts as 58% of employees planned to change jobs in the next year.
This document lists the top 10 things to celebrate in 2013, including the first person to swim from Cuba to Florida, the viral Harlem Shake video, the birth of twin pandas in Atlanta, a 5-year-old being named "Bat Kid" in San Francisco, the beards of the Boston Red Sox, the birth of two royal babies, the song "What Does the Fox Say?", the return of the Twinkie, and a company freeing over 1,000 employees to do their best work. It thanks the reader for being the #1 reason to celebrate in 2013 and wishes a happy holidays.
Howard Wilner of Sudbury MA Advocates That Conflict and Problem-Solving Compe...jimcarns
Howard Wilner of Sudbury MA advocates that conflict and problem-solving competence are essential qualities for effective leadership. Drawing from his extensive experience in industries ranging from automotive dynamics to inventory management, Howard emphasizes the importance of leaders mastering these skills to foster team cohesion and drive organizational success.
Discover the core principles and frameworks of Agile methodology in this comprehensive presentation by Mohamed Shebl. Designed for professionals and teams looking to adopt Agile practices, this presentation covers:Introduction to Agile: Understand what Agile is and how it helps teams deliver value efficiently.
Key Principles: Explore the four key values and twelve principles of Agile that prioritize flexibility, customer collaboration, and continuous improvement.
Benefits of Agile: Learn about the advantages of Agile, including flexibility, customer satisfaction, improved team collaboration, and early delivery.
Agile Frameworks: Get insights into popular Agile frameworks such as Scrum, Kanban, and Extreme Programming (XP).
The Scrum Framework: Detailed overview of Scrum roles, events, and artifacts to help you implement Scrum effectively.
Agile Artifacts: Understand essential Agile artifacts like the Product Backlog, Sprint Backlog, and Increment.
Agile Workflow: Step-by-step guide on planning, designing, developing, testing, reviewing, and releasing in Agile.
Agile Tools: Introduction to tools like JIRA, Trello, and Azure DevOps that facilitate Agile project management.
Getting Started with Agile: Delve into the world of Agile methodology with this in-depth presentation by Mohamed Shebl. "Agile Methodology In-Brief V1.1" provides a thorough exploration of Agile principles, frameworks, and practices, making it an essential guide for professionals seeking to enhance their project management approach.
Introduction to Agile:
Start with a clear understanding of what Agile is. Agile is an iterative approach to project management and software development that enables teams to deliver value to their customers faster and with fewer headaches. Unlike traditional project management methods that rely on a 'big bang' launch, Agile focuses on delivering work in small, consumable increments.
Key Principles of Agile:
Learn about the core values and principles that form the foundation of Agile methodology. Agile prioritizes individuals and interactions over processes and tools, working software over comprehensive documentation, customer collaboration over contract negotiation, and responding to change over following a plan. These principles guide Agile teams to work more efficiently and flexibly.
Benefits of Agile:
Discover the numerous benefits Agile offers, including:
Flexibility and Adaptability: Quickly respond to changes in the project environment.
Customer Satisfaction: Ensure continuous delivery of valuable software.
Improved Team Collaboration: Foster better communication and teamwork.
Early and Predictable Delivery: Achieve smaller and more frequent releases.
Continuous Improvement: Regularly reflect and enhance processes.
Agile Frameworks:
Explore popular Agile frameworks such as:
Scrum: The most widely used framework with defined roles, events, and artifacts.
Kanban: Focuses on visualizing the workflow and limiting work in progress.
Portfolio - Muhammad Ikmal Fahmi Bin Che Mohamood (Ikmal Fahmi)FahmiMohamood
Ikmal Fahmi is a Malaysian entrepreneur. and a journalist at IF Reporter. In early 2023, he published his e-book called Explore Inner Self He won a grant worth RM 4500 in YSEALI Bootcamp 2022 which enabled him to organize Kau Okay Tak K.O.T Expo, a children mental health expo. In early 2024, he ventured into his news agency start-up called IF Reporter and founded IFG Technology, a cybersecurity firm in the same year. To further create a healthy political way, he came out with Akademi Parlimen Malaysia, a political education enterprise followed by IFC Property, a construction firm.
1. They’re Not Holding
Regular Meetings
According to Gallup, employees whose managers hold
regular meetings with them are almost 3 times as
likely to be engaged as employees whose managers do not
hold regular meetings with them. Yet, how often are these
meetings canceled or rescheduled because managers are just
“too busy.”
With 1 in 2 U.S. employees leaving their jobs to get away from a
bad manager, the fact that many leaders lack the communication
and interpersonal skills of a great coach is troubling.
So what exactly are managers doing (or not doing) that is so awful? Read on:
They Tell, Rather Than Ask
"Bad managers tell employees what to do,
good managers explain why they need to do it,
but great managers involve people in decision
making and improvement."
You’ve got a team of smart, capable people. Why wouldn’t
you enlist them to help solve problems?
They Avoid Giving Feedback
Research shows that clarity of expectations is perhaps the
most basic of employee needs.
However, 37% of managers report being
uncomfortable giving feedback, and a
whopping 69% report being uncomfortable
communicating with their employees in general.
For Real. Feedback Is A Problem
Over 60% of global employees report receiving too little
feedback and a quarter of them report that they received no
feedback at all from their supervisors—a major factor in
workplace dissatisfaction.
They Avoid Uncomfortable
Conversations
Leaders fear tough conversations, so they tend to avoid them.
However, employees want more than a pat on the back.
Research says that 51% of employees said they
received too little constructive criticism from their
boss, and 65% said they didn’t receive enough
information to know what to repeat or change.
Okay, My Managers Might Be Bad Coaches.
What Do I Do About It?
Being an outstanding workplace coach is simply a matter
of bringing a proven structure and coaching process to the
conversations your leaders are already holding.
Want to learn how? Contact us and we’ll show you.
Reasons
Your Managers Are
Terrible Coaches
1
2
5
6
7
6a
They’re Distracted
Here’s a scary stat: 90% of managers
squander their time in ineffective activities.
Unfortunately, that doesn't leave much time for more
purposeful activities, like holding 1:1 conversations and
listening to employee concerns and ideas.
They Talk Too Much
Did you know that 40% of our everyday speech
is devoted to telling others what we feel or think
and that it is as pleasurable to our brains as food
or money?
Add this to the uneven power dynamic between
managers and employees and you have a recipe for a
communication disaster.
They Struggle To Build
Personal Relationships
We’ve all reported to managers who regard personal
conversations as a waste of time. That’s simply not true.
In fact, employees who feel their manager
is invested in them as people are far more
likely to be engaged on the job.
3
4
Sources:
State of the American Manager: Analytics and Advice for Leaders, Gallup, 2015
Science Reveals Why We Brag So Much, Wall Street Journal, May 7, 2012
Beware the Busy Manager, Harvard Business Review, February 2002
What Bad Managers, Good Managers, and Great Managers Do, Entrepreneur, September 2014
How The Most Effective Managers Give Feedback, Forbes, October 21, 2016
Bogus Excuses: The Real Reasons Why Bosses Aren’t Giving Feedback, Fast Company, October 16, 2014
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Coaching that works.