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For many people, the performance review is one of the most dreaded events of the year. Whether preparing for and giving the review as a manager or steeling oneself to receive it as a performer, the annual review is rarely perceived as a positive event. So why are performance reviews so ill-favored? Why is it that too frequently both sides of this particular interaction find it distasteful? Is there a better way to structure this event such that both the manager and the performer benefit from the experience? The performance coaching conversation is structured in such a way that it addresses many of the problems with the traditional review while actually strengthening communication, understanding, and trust between the manager and the performer. The quality and effectiveness of the performance coaching conversation depends on a strong partnership for performance. This partnership is based on a mindset of mutual learning embraced by both the manager and the performer. Providing specific feedback on and appraising the quality of someone's performance are important pieces of this larger performance management framework. In reality, however, they are no more important than any of the other elements of this approach. [ABSTRACT FROM PUBLISHER]

The benefits of coaching are realized when coaching relationships are strong and when employees are dedicated to adhering to the process and to making positive changes. But what can you do when these benefits are thwarted by challenging circumstances—when coaching stalls or when employees aren't following through on coaching assignments or realizing their goals? If you recognize any of these signs from your own coaching relationships, congratulations! Yup, I said congratulations. Why? First, you've noticed that things have gone awry in your relationship, and recognizing that fact is a skill in itself. It's important to not get exclusively focused on the content of the work that you and your coachee are doing together, but to remain attuned to the relationship itself. It's about keeping an awareness of the energy in the room when you're working together, on the nonverbal cues you and your coachee are displaying, and on your comfort level. Second, you now have a chance to really deepen your coaching relationship and expand what's possible for your coachee. It is often during adversity that we learn the most about ourselves and our relationships. It isn't until you've worked through your first conflict that you truly know how a relationship might hold up. [ABSTRACT FROM PUBLISHER]

In this article the author considers employee training issues that can lead to the creation of effective business leaders. A number of issues are addressed including characteristics that identify junior executives as potential leaders in the future, the development of leadership talent through rotating an individual through different jobs and tasks, addressing issues related to business communication and job stress management. Also discussed is the need to challenge candidates and to provide business coaching.

The article discusses elements of a leadership development program and emphasizes coaching of emotional intelligence for a successful leader. Leadership program must engage leaders in the development of their own emotional intelligence. It should also includes teaching leaders how to develop close interpersonal relationships with their direct reports. Coaching for emotional intelligence requires building relationships that develop personal connectedness between leaders and team members. In addition, coaching for emotional intelligence addresses personal issues and interpersonal behaviors that can be difficult to discuss.

Telus Corp., a Canadian firm providing voice, wireless and data communications solutions to businesses and consumers, is focused on creating a high-performance culture. The team Telus portal, provides information on the business units, human resources, top stories, share price and other headlines. Using Telus's performance management system, the online e-Performance tool, would collaborate with manager to create a Customized Career Development Plan and set Personal Performance Objectives.

The author describes his research on public and private sector managers in Australia to determine the qualities which make business leaders high-performing change agents in their organizations. He found that the most effective managers at effecting organizational change possessed skills such as relationship building, wielding power and influence, and taking responsibility. He suggests that exceptional change agents are highly motivated to resolve difficult challenges and uncertainties, are able to clearly communicate reasons for change to stakeholders, and promote accountability throughout the organization. INSET: Learn From Exceptional Change Agents.

The author discusses employee management, arguing against micromanagement and presenting recommendations for managers attempting to manage their employees effectively. The article presents typical characteristics of micromanagement styles and emphasizes the adverse impact micromanaging can have on employee motivation and productivity. Topics include employee empowerment, leadership role modeling, delegation, and the role of industrial communication in identifying goals and leveraging employee strengths.

The article discusses the Myers-Briggs Type Indicator and how Hallmark Cards has adapted its corporate culture to be more consumer oriented in the 21st century. Hallmark's vision for developing leaders who are accountable, work toward one another's success, and create agendas that support the organizational goals is mentioned. The influence of Hallmark's personnel department executives Mary Beth Ebmeyer and Michelle Hibbs in opening the lines of communication at the mid- and upper-levels of management is noted. A personality type measure from CPP Inc., the Myers-Briggs Type Indicator assessment, is discussed. The concepts of "emotional hijack" and "flight-or fight" responses are mentioned.

The article offers various information in establishing strategic persuasion within a workplace. The authors ascribed the topic of strategic persuasion with the term "woo." The paper provides a four-part process in establishing a strategic way of communication guided by the way people and organizations actually work. Among the listed strategy includes: ideas, barriers, impressions and commitment. The section also enumerates founding principles that illustrates woo in action, including defining ideas and identifying the decision maker, and securing commitment.

The article discusses the sales leadership development initiative that was established by TAP Pharmaceutical Products (TPP) with the help of Ninth House Inc. to develop management and leadership competencies for their sales management group. TPP selected the management and leadership courses which employs interactive simulations or tests to engage learners, abide the skills and competencies that is outlined by the company, accessible and flexible. For its leadership training, TPP selected a blending course which is Forging Breakthroughs from NinthHouse Inc. which consists of parables which teach solutions in complex business communication problems. The company synergize the training and development of their employees with the performance management system of the company.

The article presents information on the employee training program at JetBlue Airways Corp. Mike Barger, vice president and chief learning officer of JetBlue University, says that the leadership development training encourages employee to do the right thing. JetBlue's corporate university has five colleges, one for each discipline: pilots, flight attendants, maintenance, gate staff, and reservations. The learning department conducted interviews with C-level executives and corporate officers to identify JetBlue's principles of leadership. Much of the training that takes place is classroom-based, and aims to inculcate following principles of leadership: treat the people right, do the right thing, communicate with the team, encourage initiative and innovation and inspire greatness in others.

The article informs that Microsoft Corp. has made a transition from traditional training orientation to results-oriented learning. Cedric Coco, Microsoft's general manager for engineering excellence, and his team defines the requirements for career success, links them to business strategy, ensures accountability and embeds learning at every stage. The company's career model framework addresses the development needs of all employees and encourages candid and meaningful coaching conversations between superiors and subordinates. The learning staff has also revamped the employee orientation program to provide better acclimatization to the company and its corporate culture and improve employee retention.

Suggests ways to discuss a colleague's writing at an organization while preserving working relationship with the person and career. Importance of improving writer rather than improving the text; Ways in which the writer can be put in charge instead of feeling incompetent; Steps that can facilitate productive talk about writing.

An interview with Tamar Elkeles, chief learning officer at technology company Qualcomm. When asked why she placed employee communications as a responsibility of the learning function, she highlights the importance of relying information to employees as part of the learning process. She describes the challenges for learning and development professionals when working for a technology-based company. Details of her book on the success of electronic learning are also provided.

The article discusses myths about management, career development, and employees that have been propagated through conversation or oral histories. Five common myths are mentioned that relate to the topics of time management, resistance to change, coaching employees, talent management, and development of employees who are neither high achievers nor marginal performers. A manager's ability to identify an employee's best abilities, keep the employee at a high level of engagement on the job, and open a conversation with a subordinate about career development is important to the organization's success.

The article presents advice for corporate training professionals on how to handle the transition to a leadership position in the workplace. It focuses on what conversations should take place, and with whom, to ensure a successful transition. The importance of frankly discussing expectations with one's boss is noted, and soliciting team members’ opinions is recommended. Discussing the transition with work friends is said to be one of the most difficult, and most necessary conversations. Establishing an ongoing dialogue with peers is also encouraged.

The article discusses managing one's boss by planning to have regularly scheduled one-on-one management conversations with each supervisor that one is accountable to. A strategy for deciding when and how often to have a short meeting with a boss is discussed as well as the fundamental goal of maintaining a dialogue with various managers. Questions are presented which one should ask oneself when preparing for a meeting such as what problems need to be resolved in a project or resources that need to be allocated.

The article focuses on performance management by way of increasing awareness concerning communication styles in the workplace. The four communication styles of expressive, systematic, sympathetic, and direct are defined. The author suggests that one identify one's communication style and learn to adapt it in various situations. The author also says that training professionals should teach communication skills in the organization to prevent misunderstanding at business meetings and in social interactions in the organization.

The article focuses on the importance of effective management of virtual teams to increase their productivity. A virtual team is a group of individuals working at different places interconnected through web communication. This includes instant messaging, electronic mailing, and web conferencing. For effective management of the team, it is required to have a virtual team charter that clearly defines the mission, objectives, and roles of each member. A universal communication etiquette defining the use of technology should be established. Creating team profile and rewarding the team members on the basis of team performance could also help in increasing work efficiency of the team. Moreover, knowledge about different culture fosters in building a highly productive team.

Suggests that in an industry where diction means a lot, one word can conjure up many meanings. View that words can have a powerful impact on people; Selection and use of words for effective business communication; difficulty with word choice that training and development profession is currently facing.

The article discusses efforts by human resources (HR) executives to address the shortage of employees with strong leadership skills in the workforce. Particular focus is given to the report by the personnel consultant firm Right Management, "Talent Management Challenges in an Era of Uncertainty," which describes corporate leadership development programs, employee career coaching, and the focus on leadership candidates with strong technological, communication, and influence skills.

The article discusses the creation of a business communication training program for employees of Taunton Press, a small publishing company, by the consulting firm Fierce Inc. The program created by Fierce to train managers and employees in communication techniques designed to move the company's corporate culture towards more direct and candid interpersonal communication is examined.

The article discusses information from a survey by the communication training and leadership development company Fierce Inc. The study found employees think there is a lack of openness in the way decisions are made and ineffective practices hinder workplace performance. To offset this managers can create an organizational culture of individual self-efficacy, invite employees to share their opinions, and become active listeners.

The article presents information about the successful strategy used by Ember Carriers leadership and organizational development company to improve productivity and open communication at a call center. The problem was that the coaching efforts of the call center's director failed to produce employee engagement and increased dysfunction among the team of supervisors who began competing for the director's attention. Ember Carriers' executive Mary Hladio identified the team's relational dynamics and implemented a team-building session that focused on communication and trust.

The article offers the author's views on performance management. The role of middle management in analyzing and finding cost-effective solutions to performance gaps is mentioned. The argument is that the effectiveness of managers as change agents and communicators depends on the organization's investment in their training.

The article focuses on the use of social media which can improve communication between organizational leaders and their staff. The results of a Watson Wyatt Communication ROI Study indicate that a majority of companies surveyed will expand their use of social media in 2010. Seven reasons are given for why companies do not implement or expand their use of social media. Watson Wyatt's communications executive Kathryn Yates is quoted and comments on the competitive advantage gained through electronic communication.

The article discusses the results from a survey by on the importance of executives' communication with employees by the Adecco Group North America, which is a human resources solution group. According to the article, the survey found that over half of respondents question the honesty of their bosses. Lois Cooper, vice president of employee relations and diversity at Adecco Group North America, believes that the survey results show that many employees believe they're overworked and underpaid.

The article offers the author's views on the importance of developing business writing skills in light of the global financial crisis of 2008-2009. How writing skills can improve organizational communication, increase productivity, and enhance opportunities for career advancement or leadership roles are mentioned.

The article focuses on the results of the survey entitled "The State of Employee Engagement 2008" conducted by BlessingWhite, a consulting agency, in New Jersey. The survey reveals that employees have more confidence or trust in their own managers more than those top executives. The survey data shows that in more than 7,500 workers, 75% of them trust their managers while only 60% of employees trust their top executives. Chris Rice, chief executive officer (CEO) of BlessingWhite, states that the lack communication and interpersonal relations with employees are the primary factors on the issue. He suggests that top executives should develop an effective communication strategy to regain trust from the employees.

A chart is presented that lists the percentage saying yes that senior management encounter problems communicating with any of the employee groups including generation Y, Hispanics, and African Americans.

The article discusses the survey research conducted by OfficeTeam on the relationship on connectedness and communication between workers and managers. Accordingly, respondents of the survey were 492 workers and 150 senior executives in which one half of them believed the business operations run better when every member of the team is working in one place. When workers were asked if their jobs would be easer or quite difficult if they report to managers who is not working in the same location, 27 percent believed it is more difficult and 21 percent even think it as quite difficult. Officeteam executive director for staffing services, Dave Willmer, said the result suggests that present technological advancement and global expansion has made people to accept to work remotely.

The article discusses various issues regarding the 2008 U.S. presidential election campaigns. The author suggests that the key to organizational change is communication, regardless of where the changes are taking place within the company. It is also essential that companies, like the candidates, should consider embracing technology and innovation through their campaigns. It is also mentioned that a successful business invests in its future by identifying, nourishing and cultivating leaders through training programs.

The article highlights the professional development workshop which focuses on communication skills conducted by Khimji Training Institute (KTI Inc.) in coordination with Amity in Oman. The two-day workshops was attended by managers, 100 supervisors , C-level executives from various corporations and government organizations. The presenters discussed about effective communication, how to improve listening skills, effective communication and how to translate nonverbal communication and body language. According to Pankaj Khimji, director of KTI Inc., the said programs and training could enhance the Omanisation programs of the government of Oman.

The article focuses on the survey conducted by Director of Employee Development MaineGeneral Health Patrice Putman regarding employee satisfaction in Augusta, Maine. The result showed that communication was a weak area within the organization. According to staff members, the culture of MaineGeneral did not address conflict effectively and employees did not always feel comfortable expressing their opinions. As a solution, Putman convinced company leadership to support an intensive training initiative with both their presence and organizational resources. According to her, training and development is a very vibrant and changing career and she has to keep on changes throughout the organization so that her department can respond.

The article cites the findings of the Employee Engagement Report conducted by the global consulting firm, BlessingWhite, which found that the positive outlook of many employees about their work and employers does not mean that they are entangled with their work. Christopher Rice, BlessingWhite's president and CEO, stated that engaged employees are the ones aiming their talents to make a difference in their employer's success. The report showed that lack of alignment is the primary reason of the employee's disengagement. However, the number of employees who consider an effective business communication strategy increased by 8%. The findings of the survey suggested that most of the engaged employees who are working hard for their employers may soon burn out because of lack of recognition.