#Nextchat: That Wasn't My Intention! -- A Coaching Framework to Close the Gap Between Intention and Impact

 

 

 

Most people wake up intending to do good work and to make a positive difference—not to be a barrier to success. Yet sometimes there is a gap between our intention and our impact.

Self-awareness and communication are essential for converting intention to impact, but there is more managers can learn and do to effectively coach employees and help them do great work.

Thoughtfulness and empathy go a long way in learning to understand the intentions of others in your workplace and ironing out the communication wrinkles that can unfavorably influence outcomes. In the blog post “Does Your Impact Mirror Your Intentions?,” executive coach and keynote speaker Sarah Noll Wilson says, “Everyone has their own perception of a situation, and that perception always makes sense to that person. Start by asking yourself, “what makes sense to the other person? One of the ways you can do this is to explore what value they were honoring when they showed up in the situation.”  

Additionally, Wilson says that personal biases and beliefs can skew our perception of a situation. In the blog post “Blindspots,” Wilson says, “The first thing we need to do to adopt a curious-first mindset is acknowledge that we must utilize our resources to see the whole picture and not simply validate what we’re hoping for. We must seek out resources that teach us about what we’re missing.” 

Coaching doesn’t come naturally for everyone, so employers can help by providing training and resources to encourage their managers to explore possibilities, take action and transform their culture. 

How are you closing the gap between intention and impact? 

Please join @shrmnextchat at 3 p.m. ET on August 28 for #Nextchat with special guest Sarah Noll Wilson (@sarahnollwilson). We’ll chat about the coaching connection between intention and impact. 

Q1. When you think of coaching in the workplace, what factors most affect the ability to convert intention to impact? 

Q2. What personality traits, skills and mindsets will enable managers to have a greater degree of influence when coaching others in the workplace?  

Q3. What are the most common blind spots that can interfere and create gaps between our intentions and our impact at work?  

Q4. Self-awareness is critical for us to have the impact we desire. How can managers develop a greater degree of self-awareness? 

Q5. If you’ve ever been coached, what qualities in the coach—or aspects of the coaching—did you find most impactful? 

Q6. What kind of training do you give to first-time people managers in your organization to ensure their success as coaches and leaders? What do you recommend?

Q7. Impact is about driving results. What advice can you share for building a culture of coaching where intention creates positive impact and where employees feel valued and bring their best to work every day?

 

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