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Matuson Consulting // A Newsletter On: Creating exceptional workplaces and extraordinary results

The Honest Truth About Coaching

I’m an executive coach to a number of leaders who are making significant strides and rapidly advancing their careers forward, and I can honestly tell you that coaching isn’t for everyone. Here’s why.

You can’t help those who don’t want to be helped. People think I’m crazy when I turn down coaching assignments that appear to be easy money in the bank. I do this because it’s clear to me that the potential client really has no interest in being helped. Here’s what the client will say during our initial meeting, “My boss tells me that I have to do this or I’ll lose my job.” This is said with the same amount of enthusiasm that a child has when you tell him he can’t play with his friends because he has to go to piano lessons. My response? “We’re done here.”

To be effective, coaching has to be a pull and not a push. By that I mean, the employee you are coaching needs to be the person who is asking for the help. It’s not something that can be forced upon someone.

Coaching certificates are just that. Have you ever wondered who certifies the certifiers? I do. I see former physical therapists or athletes become business coaches, having attended a “coaching university.” I ask you, would you seriously consider jumping out of a plane with someone who went to parachute jumping university, yet has never personally jumped out of a plane? I wouldn’t if my life depended on it. Come to think of it, it actually would!

At a young age, I was suddenly in charge. I know what it’s like to be tossed into management with little more than a prayer. I’ve also personally been in the C-suite for a number of years, and understand the politically-charged arena that has ended many a career. Can your current coach say the same? If not, then maybe it’s time to engage someone who has actually been where you want to go.

Coaching shouldn’t last forever. I’ve heard of situations where coaching relationships last longer than some marriages. That’s not coaching. That’s dependency.

My work with coaching clients ranges from six months to one year. Of course each situation is different. However, if we aren’t seeing progress, additional years certainly aren’t going to make one iota of difference. In those situations, it’s best to cut the cord!

Your coach is not your friend. I’ve been passed over for coaching assignments because someone thinks I’m too direct for the person being coached. This is said to me, right after I’m told that the person beats around the bush and needs to stop this behavior. I chuckle about this, knowing I’m exactly what this person needs.

I’m not here to be friends with my clients. I’m here to help them grow. There will be times when they may feel a bit uncomfortable. That’s okay, for without discomfort, there is no growth.

"Roberta has been a tremendous mentor and coach to me over the past year. She has partnered with me on multiple professional development fronts, as well as helping me through some very challenging situations. I found Roberta to be wise counsel!"
– Allison DiSiena, VP of Recruiting, Marketing, Interactive and Creative Services Division, 24 Seven Inc.

Three Tips on How to Get Employees to Stick Around

Half of U.S. employees are watching the job market or actively looking for a job, based on findings from a new Gallup Workforce Panel study. This is a major problem for companies, as workers job hopping from one organization to the next can create considerable costs for employers like you.

Think about what this might look like for your organization. You’re a midsize business with about two hundred employees. Within a few month’s time, you’re down to one hundred people, and not by choice. In fact, the people who are left aren’t exactly the ones you’d choose if you had to do it over again. This scenario is real. Here’s some tips to help you prevent the disruption that occurs when employees abandon their posts.

  1. Stop surveying and start doing. You know exactly what employees aren’t thrilled about. They’ve either told you to your face or they’ve filled out one of the many surveys you are sending them and then doing little or nothing with their feedback. You’ve got the information. Now do something with it.
  2. Relieve poor managers of their duties. These are the people who are receiving tons of negative feedback from staff members and senior management. Turnover of their staff is significantly higher than their peers. At the end of the day, it’s going to come down to firing one person or having a dozen people quit. What are you waiting for? Do it today.
  3. Stop making false promises. I was having lunch the other day with a friend who shared the story of her friend, who is a single mom. This woman left her job for a new opportunity that was nothing more than a bunch of broken promises—including being told that she would be able to meet her child’s school bus, when in fact this would never be possible. Within three months, she quit. There are lots of people who will work through the night for you for the right price. Be honest in your dealings with prospective candidates and those you hire. By doing so, you’ll eliminate surprises and voluntary turnover will be much more manageable.

Have a Question? The Talent Maximizer® is In

I’m trying out a new service, and I invite you to be one of the first people to give it a go. I’m going to set aside office hours on Monday, June 6th from 11:00 AM to 1:00 PM, EST, where you can call in and have fifteen minutes with me to discuss issues related to talent. Right now there is no fee for this service. That might not always be the case going forward, so I’d suggest you reach out to me at Roberta@matusonconsulting.com to schedule your appointment sooner, rather than later. Remember, there is NO fee to participate. Just another value add that I'm providing to those in my community.

Rules of Attraction: Your Monthly Tip on Attracting and Retaining Top Talent

Equal isn’t fair. Look at people’s situations and treat them as individuals.

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For more tips on attracting and retaining top talent, download a copy of Talent Magnetism. Call us today at 617-608-3633 if you’d like to discuss applying these concepts to your organization.

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Meet Roberta Matuson

For more than 25 years, Roberta Matuson has helped leaders in Fortune 500 companies, including General Motors, Best Buy, and, The Boston Beer Company, achieve dramatic growth and market leadership through the maximization of talent.

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Testimonials:

“Your work with my senior group exceeded my expectations. I’ve never seen anything like it. We are now growing gang busters and the team is really working together. Fantastic job." Ronald P. Bryant, President and CEO, Noble Hospital.”

Ronald P. Bryant
President and CEO, Noble Hospital.

“Roberta has been a tremendous mentor and coach to me over the past year. She has partnered with me on multiple professional development fronts, as well as helping me through some very challenging situations. I found Roberta to be wise counsel!”

Allison DiSiena
VP of Recruiting, Marketing, Interactive and Creative Services Division
24 Seven Inc.

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Email: Roberta@MatusonConsulting.com
Tel: 617.608.3633

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