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We will find that most courses, workshops, and seminars do not improve our behavior as much as we prefer them to. We are aware of what happens when it is over, even if it provided us with relevant tools to increase productivity. The new principles we learned are somehow swept aside as we go back to work and our lives. We might have the motivation to think about a couple of points, but surveys show that in 90% of cases, new learning is forgotten within a few days. So what is the fix?

Coaching Subordinates Coaching employees on touchy and private issues including work ethics or contribution to the organization can be as difficult and painful as talking to a kis about the birds and the bees for the first time. You end up playing the same mental games repeatedly. You could put the task off for weeks. You'll be confronted by the reality, however, that even if they might not know plenty of things, they are not aware of very few. Nearly everyone feels not comfortable when coaching subordinates, yet few admit that they feel ambivalent or inadequate. Many leaders who say with pride that they don't have hesitation often approach the job like a bulldozer (over aggressively). In fact, coaching subordinates is risky (you may lose control of the discussion), and you are vulnerable (you have to substantiate your case and your leadership methods may be questioned by the subordinate). Subsequently, you exaggerate your fears, you get winded, you spend the night before the session is to take place obsessing, and you try to figure out reasons to avoid or postpone it. This is not a healthy strategy and you know it. Many leaders reason that a problem does not deserve a coaching session because it is unimportant. In the long run, the subordinate and you can suffer for this when his performance is appraised for movement or promotion. To avoid hurting subordinates that could ruin performance is the real reason why leaders resist coaching. Because of this, they are overlooking the fact that a good coaching session may actually improve things further. Many employees appreciate honesty, candor, and directness. Excellence, quality, and efficiency can't be met unless leaders set aside hesitation and ambivalence. Resisting potentially difficult circumstances are natural as long as you do not let it get in your way. Know and anticipate your ambivalence and hesitation. You can then move forward and use the 8-step coaching process.

Groups should overcome many problems as they seek to think up fresh ideas, find breakthrough answers, and create excellently performing teams.